Holding on tight – NPM and the New Zealand performance improvement framework
Bibliographic Data
| ID | 11960112 |
|---|---|
| Authors | Bárbara Allen (0009-0001-7933-2635, School of Government Victoria University Wellington Wellington New Zealand, corresponding author), Elizabeth Eppel (0000-0001-5331-2911, School of Government Victoria University Wellington Wellington New Zealand) |
| Year | 2019 |
| Volume | 79 |
| Issue | 2 |
| Pages | 171-186 |
| Publication date | 2019-11-04 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Australian Journal of Public Administration (JOURNAL) |
| Journal identifiers | ISSN: 0313-6647 • E-ISSN: 1467-8500 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/1467-8500.12405 |
| OpenAlex | W2986481053 |
| Language | EN |
| References cited | 49 |
The New Zealand Government's Performance Improvement Framework (PIF) is aimed at public sector organisational improvement. The PIF exemplifies how the characteristics of new public management (NPM) challenge the evolution of performance systems attempting to go beyond performance management. The paper provides an empirical example of the operation of the PIF, using a theoretical frame derived from the literature. The analysis suggests that the PIF design does not yet mitigate the effects of gaming, synecdoche, and reputation‐protecting behaviour. The common graded ratings continue to hold the attention of those to whom the PIF is important, acting as a proxy for the whole performance of the organisation. This is a case study of how, despite promising adaptations, performance improvement efforts remain hampered by NPM limitations
Business · Economics · Government (linguistics · Industrial organization · Operations management · Performance improvement · Performance Management · Public sector · Reputation · Reputation management · Sociology · Computer Science · Evaluation and Performance Assessment · Nonprofit Sector and Volunteering · Public Policy and Administration Research · Marketing
Reputation and Power
Performance Management in the Public Sector
Measuring the Performance of the Hollow State
The New Public Governance?
The Service Framework
Complexity and Hybrid Public Administration—Theoretical and Empirical Challenges
Managerialism Redux?
New development
Making Sense of Performance Regimes
The politics and consequences of performance measurement
The logics of performance management
Means, Motive, and Opportunity – Local Government Data Distortion in a High‐Stakes Environment
A comparison of management adaptations for joined‐up government
Public management reform and organizational performance
Beyond NPM to Post-NPM? A Study of China’s Government Reforms Over the Past 40 Years
A New Theory for Public Service Management? Toward a (Public) Service-Dominant Approach
New Public Management in Public Sector Organizations
Analysing Performance Assessment in Public Services
What’s Measured Is What Matters
The emergence of post-NPM initiatives
Responsive Change
The Impact of Performance Management on Performance in Public Organizations
Assessing the Effects of Organizational Resources on Public Agency Performance
The Big Question for Performance Management
Performance Regimes Amidst Governance Complexity
The Reputational Basis of Public Accountability
Toward a New Era of Administrative Reform? The Myth of Post‐NPM in New Zealand
Multiple agents, blame games and public policy-making
The Globalization of Public Services Production
Verification Strategies for Establishing Reliability and Validity in Qualitative Research
Thematic networks
| Highly cited | No |
|---|