000			01493pab a2200169 454500
008			180718b2002 xxu||||| |||| 00| 0 eng d
100			_aNorman, Richard
245			_aManaging through measurement or meaning? Lessons from experience with New Zealand's public sector performance management
260			_c2002
300			_ap.619-28.
362			_aDec
520			_aComprehensive adoption of systems for managing for results as an alternative to procedure-based bureaucracy has earned the New Zealand public sector a reputation as the `world's most advanced performance system' (Kettl, 2007: 7). Research with a cross-section of users of this system, now nearly 15 years old, reveals a variety of responses. True Believers support a current focus on measurement and think that more effort should be put into creating clearer, more observable measures that emphasise outcomes. Pragmatic Sceptics see reported measures as part of a new game of public management and at best a starting point for asking about the substance behind the form. Active Doubters believe that too much emphasis on measurement gets in the way of the `real work' of developing relationship-based work in a political environment. Issues of meaning are seen to be more important than measurement for the further development of the system. - Reproduced.
650			_aPublic administration - New Zealand
650			_aPublic administration
773			_aInternational Review of Administrative Sciences
909			_a55311
999			_c55311 _d55311