000			01343pab a2200169 454500
008			180718b2004 xxu||||| |||| 00| 0 eng d
100			_aMol, Nico P.
245			_aPerformance management in Dutch central government
260			_c2004
300			_ap.33-50.
362			_aMar
520			_aThis article investigates how and to what extent performance indicators in Dutch central government are actually embedded in performance management. In a case study encompassing 12 government organizations, the relevance of the indicators presented is analysed in three stages: (1) with respect to the responsibilities for results intended in performance measurement, (2) with respect to responsibilities actually implied in resource allocation and (3) with respect to responsibilities ultimately to be inferred from governance - planning and control - systems applied. In our research, management control systems appear to be only partially tuned to the performance indicators specified in advance. The familiar expression `What you measure is what you get' is thereby invalidated by all kinds of restrictions imposed on a manager's actual responsibility for measurement outcomes. - Reproduced.
650			_aPerformance appraisal
700			_aKruiff, Johan A.M. de
773			_aInternational Review of Administrative Sciences
909			_a60100
999			_c60100 _d60100