Making Government Accountable
Lessons from a Federal Job Training Program
Dados Bibliográficos
| ID | 6359520 |
|---|---|
| Autores | Pascal Courty (0000-0002-9454-090X, European University Institute), Gerald Marschke (0000-0002-8231-5625, Albany State University) |
| Ano | 2007 |
| Volume | 67 |
| Fascículo | 5 |
| Páginas | 904-916 |
| Data de publicação | 2007-09-01 |
| Peer Reviewed | Sim |
| Open Access | Sim |
| Tipo | ARTICLE |
| Periódico | Public Administration Review (JOURNAL) |
| Identificadores do periódico | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Editora | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j.1540-6210.2007.00777.x |
| OpenAlex | W1518380202 |
| Idioma | EN |
| Citações recebidas | 17 |
| Referências citadas | 29 |
This article describes the evolution of a performance measurement system in a government job training program. In this program, a federal agency establishes performance measures and standards for substate agencies. The performance measurement system’s evolution is at least partly explained as a process of trial and error characterized by a feedback loop: The federal agency establishes performance measures, the local managers learn how to game them, the federal agency learns about gaming and reformulates the performance measures, possibly leading to new gaming, and so on. The dynamics suggest that implementing a performance measurement system in government is not a one‐time challenge but benefits from careful monitoring and perhaps frequent revision
Agency (philosophy · Business · Government (linguistics · Job performance · Job satisfaction · Performance measurement · Political science · Process (computing · Regulatory agency · Sociology · State (computer science · State agency · Training (meteorology · Computer Science · Marketing · Psychology · Public Administration · Public Policy and Administration Research · Social Psychology
Playing with Time
Outsourcing State Functions
Performance Management in Europe
Making Sense of Performance Regimes
Unveiling the origins of non-performance-oriented behavior in China’s local governments
Incentives and their dynamics in public sector performance management systems
A General Test for Distortions in Performance Measures
Collaborative gaming
Employment policy confronted with new patterns of governance centred on coordination and performance
Understanding the evolution of e-government
Do Job Corps performance measures track program impacts
Further Understanding Accountability in Public Organizations
Designing Performance Systems in Anticipation of Unintended Consequences
Incentives in Third‐Party Governance
How does performance management affect social equity? Evidence from New York City public schools
Testing the Effectiveness of “Managing for Results
Data Manipulation through Patronage Networks
On the unintended consequences of publishing performance data in the public sector
The Economics and Econometrics of Active Labor Market Programs
The effect of bonus schemes on accounting decisions
Effective Use and Misuse of Performance Measurement
Exploring the relationship between performance management and program impact
Designing Effective Performance-Measurement Systems under the Government Performance and Results Act of 1993
Micro Data, Heterogeneity, and the Evaluation of Public Policy
Is More Information Better? The Effects of “Report Cards” on Health Care Providers
The Pre‐programme Earnings Dip and the Determinants of Participation in a Social Programme. Implications for Simple Programme Evaluation Strategies
The Case for Performance Monitoring
Outcomes–Based Performance Management in the Public Sector
Do Incentives Matter? The Case of Navy Recruiters
| Obras citantes distintas | 17 |
|---|---|
| Citações por ano | 0,85 |
| Intervalo de citações | 2006 - 2026 (21) |
| Velocidade de citação | current |
| Altamente citado | Não |
| Tipos de citação | Neutras: 16 |