Drorit Gassner
Biographic Data
| ID | 4379228 |
|---|---|
| NAME | Drorit Gassner |
| GIVEN NAMES | Drorit |
| FAMILY NAME | Gassner |
| SIGNATURE | GASSNER D |
| AFFILIATIONS | Hebrew University of Jerusalem |
| VERIFIED | No |
| TOTAL WORKS | 3 |
| TOTAL CITATIONS | 76 |
| AUTHOR COUNT | 3 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2018 |
| LATEST PUBLICATION YEAR | 2022 |
| H-INDEX | 2 |
Performance management from the bottom up
Current interest in middle-managers’ compliance with performance management (PM) reforms focuses on their downward roles. To explore their understudied upward roles, this analysis draws on police chiefs’ voice directed to senior management regarding the Israeli PM system as documented since its first introduction in 1999, and as reported both by chiefs and senior managers (N = 54). Unfolding four patterns of inconsistencies between PM systems’ de…
Delegating power? Performance management from a process perspective
In contrast to the well‐documented impacts of implementing performance management (PM) systems, the evolution of PM systems' design is understudied, despite the understanding that PM requires ongoing maintenance, continuing reconsideration, and constant adaption to local circumstances. This study employs a process perspective on PM by focusing on the four generations of the Israeli police PM system implemented from 1999 to 2016. Data are drawn fr…
Street-Level Management: A Clientele-Agent Perspective on Implementation
It is now widely accepted that public policy is not merely about its formal wording but rather the ways it is implemented. Implementation portrayals are not uniform: some focus on street-level delivery while others refer to managerial actions of different administration levels. Although varied, current implementation research overlooks the distinct position of chief executive officers of street-level organizations, who are overarchingly in charge…
Street-Level Management: A Clientele-Agent Perspective on Implementation
It is now widely accepted that public policy is not merely about its formal wording but rather the ways it is implemented. Implementation portrayals are not uniform: some focus on street-level delivery while others refer to managerial actions of different administration levels. Although varied, current implementation research overlooks the distinct position of chief executive officers of street-level organizations, who are overarchingly in charge…
Delegating power? Performance management from a process perspective
In contrast to the well‐documented impacts of implementing performance management (PM) systems, the evolution of PM systems' design is understudied, despite the understanding that PM requires ongoing maintenance, continuing reconsideration, and constant adaption to local circumstances. This study employs a process perspective on PM by focusing on the four generations of the Israeli police PM system implemented from 1999 to 2016. Data are drawn fr…
Street-Level Management: A Clientele-Agent Perspective on Implementation
It is now widely accepted that public policy is not merely about its formal wording but rather the ways it is implemented. Implementation portrayals are not uniform: some focus on street-level delivery while others refer to managerial actions of different administration levels. Although varied, current implementation research overlooks the distinct position of chief executive officers of street-level organizations, who are overarchingly in charge…
Performance management from the bottom up
Current interest in middle-managers’ compliance with performance management (PM) reforms focuses on their downward roles. To explore their understudied upward roles, this analysis draws on police chiefs’ voice directed to senior management regarding the Israeli PM system as documented since its first introduction in 1999, and as reported both by chiefs and senior managers (N = 54). Unfolding four patterns of inconsistencies between PM systems’ de…
Delegating power? Performance management from a process perspective
In contrast to the well‐documented impacts of implementing performance management (PM) systems, the evolution of PM systems' design is understudied, despite the understanding that PM requires ongoing maintenance, continuing reconsideration, and constant adaption to local circumstances. This study employs a process perspective on PM by focusing on the four generations of the Israeli police PM system implemented from 1999 to 2016. Data are drawn fr…
Business (3 works) · Computer Science (3 works) · Political science (3 works) · Public Policy and Administration Research (3 works) · Accounting and Organizational Management (2 works) · Perspective (graphical (2 works) · Process management (2 works) · Public Administration (2 works) · Public Administration (2 works) · Articulation (sociology (1 works)