Outcomes–Based Performance Management in the Public Sector
Implications for Government Accountability and Effectiveness
Bibliographic Data
| ID | 6359017 |
|---|---|
| Authors | Carolyn J Heinrich (0000-0002-7731-9138, University of North Carolina at Chapel Hill, corresponding author) |
| Year | 2002 |
| Volume | 62 |
| Issue | 6 |
| Pages | 712-725 |
| Publication date | 2002-01-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/1540-6210.00253 |
| OpenAlex | W2084445032 |
| Language | EN |
| Citations received | 124 |
| References cited | 12 |
Requirements for outcomes–based performance management are increasing performance–evaluation activities at all government levels. Research on public–sector performance management, however, points to problems in the design and management of these systems and questions their effectiveness as policy tools for increasing governmental accountability. In this article, I analyze experimental data and the performance–management experiences of federal job–training programs to estimate the influence of public management and system–design factors on program outcomes and impacts. I assess whether relying on administrative data to measure program (rather than impacts) produces information that might misdirect program managers in their performance–management activities. While the results of empirical analyses confirm that the use of administrative data in performance management is unlikely to produce accurate estimates of true program impacts, they also suggest these data can still generate useful information for public managers about policy levers that can be manipulated to improve organizational performance
Accountability · Business · Economics · Empirical research · Government (linguistics · Management · Performance Management · Political science · Process management · Program management · Project management · Public sector · Accounting and Organizational Management · Evaluation and Performance Assessment · Marketing · Public Policy and Administration Research
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Effective Public Rental Housing governance
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Disparate Measures
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National transparency
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Performance Targets and Public Service Improvement
Testing a Multi-Dimensional Model of Organizational Performance
Agents or Stewards
Governing schools in times of pandemic
Ecological Governance
Monitoring across Sectors
Managerial Dilemmas
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Hierarchical linear models
Incentives in Government Contracting
Exploring the relationship between performance management and program impact
Designing Effective Performance-Measurement Systems under the Government Performance and Results Act of 1993
The Government Performance and Results Act and the Tradition of Federal Management Reform
Do Government Bureaucrats Make Effective Use of Performance Management Information
Policy Instruments and Public Management
| Unique citing works | 124 |
|---|---|
| Citations per year | 5,39 |
| Citation span | 2003 - 2026 (24) |
| Citation velocity | current |
| Highly cited | Yes |
| Citation types | Neutral: 123 |