000			01414pab a2200157 454500
008			180718b2005 xxu||||| |||| 00| 0 eng d
100			_aMoynihan, Donald P.
245			_aManaging for results is an impossible job: solution or symbol?
260			_c2005
300			_ap.213-31.
520			_aRecent years have been characterized by widespread adoption of reforms that called for governments to manage for results. This article tackles the question: what is the impact of results-based reforms in functions that the public management literature has defined as "impossible jobs?" The implementation of strategic planning and performance measurement in the Alabama Department of Corrections provides a case study of such a scenario. The explicit goals of results-based reforms suggest a solution to "impossible jobs" by achieving improved allocation, effectiveness, and efficiency. However, the case evidence suggests that their main use is as a symbol of rational governance, to be used by beleaguered agencies andgovernments in a bid to increase resources. Beyond this, the public manager in an impossible job finds little benefit from results-based reform, and seeks to devote as few resources as is necessary to comply with reform requirements. - Reproduced.
650			_aPerformance appraisal
650			_aPublic administration
773			_aInternational Journal of Public Administration
909			_a65853
999			_c65853 _d65853