Analysing the development of performance measures in US federal agencies
Has the GPRA Modernization Act worked
Bibliographic Data
| ID | 21723341 |
|---|---|
| Authors | Yoonho Kim (0000-0002-0082-075X, University of Seoul, corresponding author) |
| Year | 2024 |
| Volume | 26 |
| Issue | 11 |
| Pages | 3059-3081 |
| Publication date | 2024-11-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Public Management Review (JOURNAL) |
| Journal identifiers | ISSN: 1471-9037 • E-ISSN: 1471-9045 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/14719037.2023.2200388 |
| OpenAlex | W4379161904 |
| Language | EN |
| Citations received | 2 |
| References cited | 38 |
The Government Performance and Results Modernization Act (GPRAMA) of 2010 established new requirements to encourage performance measure development in US government agencies. This study empirically tests if the implementation of the requirements resulted in the development of performance indicators on customer service, efficiency, output, quality and outcome. By examining this neglected research area, this study finds that the familiarity of government employees with the requirements had little impact on the development of measures. This implies that the GPRAMA has been reduced to a means to maintain ceremonial legitimacy. The research also finds that managerial factors are positive predictors of the development of performance measures
Business · Economic growth · Economics · Legitimacy · Local government · Modernization theory · Performance indicator · Political science · Politics · Public economics · Accounting and Organizational Management · Law · Public Administration · Public Policy and Administration Research · Accounting · Marketing
The New Institutionalism in Organizational Analysis
Measuring the Performance of the Hollow State
Drivers of Performance Information Use
Assessing the impact of planned social change
Administration in Developing Countries
Illusory effects of performance management
Performance measurement as policy rhetoric
The Relation Between Policy Types and Organizational Structures in U.S. Federal Agencies
Designing Effective Performance-Measurement Systems under the Government Performance and Results Act of 1993
Devising Administrative Reform That Works
Using Data to Manage for Performance at Public Universities
Social Theory and Social Structure
Does Involvement in Performance Management Routines Encourage Performance Information Use? Evaluating GPRA and Part
Does Training Matter? Evidence from Performance Management Reforms
Core Concepts and Key Ideas for Understanding Public Sector Organizational Networks
Goal Displacement
Four Systems of Policy, Politics, and Choice
Performance Management Routines That Work? An Early Assessment of the GPRA Modernization Act
Performance Targets and Public Service Improvement
Results-Model Reform Leadership
The Big Question for Performance Management
Setting the Table
Collaborative Public Management
Institutionalized Organizations
| Unique citing works | 2 |
|---|---|
| Citations per year | 2 |
| Citation span | 2025 - 2026 (2) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 2 |