Government Reform, Political Ideology, and Administrative Burden
The Case of Performance Management in the Bush Administration
Bibliographic Data
| ID | 6360889 |
|---|---|
| Authors | Stéphane Lavertu (0000-0003-3971-3035, The Ohio State University), David E Lewis (0000-0002-0803-0074, Vanderbilt University), Donald P Moynihan (0000-0003-4097-6908, University of Wisconsin–Madison) |
| Year | 2013 |
| Volume | 73 |
| Issue | 6 |
| Pages | 845-857 |
| Publication date | 2013-10-16 |
| 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/puar.12132 |
| OpenAlex | W2121987934 |
| Language | EN |
| Citations received | 27 |
| References cited | 40 |
This article examines how ideological differences between political officials and agencies may have affected the implementation of an ostensibly nonpartisan, government‐wide administrative initiative: the George W. Bush administration's Program Assessment Rating Tool (PART) review of federal programs. The analysis reveals that managers in agencies associated with liberal programs and employees (“liberal agencies”) agreed to a greater extent than those in agencies associated with conservative programs and employees (“conservative agencies”) that PART required significant agency time and effort and that it imposed a burden on management resources. Further analysis reveals that differences in reported agency effort can be explained partly by objective differences in the demands that PART placed on agencies—liberal agencies were required to evaluate more programs and implement more improvement plans relative to their organizational capacity—and partly by the ideological beliefs of employees—on average, liberal managers reported more agency effort, even after accounting for objective measures of administrative burden
Administration (probate law · Agency (philosophy · Business · Government (linguistics · Ideology · Political science · Politics · Public relations · Sociology · Evaluation and Performance Assessment · Law · Policy Transfer and Learning · Public Administration · Public Policy and Administration Research
Exploring the dysfunctional consequences of performance evaluation systems
How quality reporting reduces accountability deficit and overload
Can’t buy me love? An experiment on the relationship between federal grant spending and public approval of federal agencies
Loyalty or Competence
How electoral incentives shape performance measurement efforts
Cultural Theory and Managerial Values
Bureaucratic redundancy and administrative burden
Burdens, Sludge, Ordeals, Red tape, Oh My
How Can Scholars Help to Embed Institutions of Public-Sector Change? (Or Things I Wish I’d Known When I Was a Grad Student)
Making Sense of Performance Regimes
Conceptual Bases of Employee Accountability
The ontology, origin, and impact of divisive public sector rules
Political ideology and information technology in government online communication
Striped Pants versus Fat Cats
Contracts, Agency Vulnerability, and the Allocation of Federal Funds
Explaining Burden Reduction in Municipal Service Delivery
Working Within a System of Administrative Burden
Party Government and Administrative Reform
Bureaucratic Investments in Expertise
Performance Management Meets Red Tape
Tools of Control? Comparing Congressional and Presidential Performance Management Reforms
Just or Unjust? How Ideological Beliefs Shape Street‐Level Bureaucrats’ Perceptions of Administrative Burden
Regulating Public Services
Performance Management Routines That Work? An Early Assessment of the GPRA Modernization Act
Successful Problem Solvers? Managerial Performance Information Use to Improve Low Organizational Performance
Transactional Authority and Bureaucratic Politics
The Strategic Performance Management System in Selected Philippine National Government Agencies
Politics, Delegation, and Bureaucracy
What Motivates Bureaucrats?
Taming the Bureaucracy
Measuring the Performance of the Hollow State
The Politics of Presidential Appointments
Incentives and their dynamics in public sector performance management systems
National Performance Mandates and Intergovernmental Collaboration
Bureaucrats and Politicians in Western Democracies
The Triumph of Loyalty Over Competence
The Effect of Administrative Burden on Bureaucratic Perception of Policies
How Credible Is the Evidence, and Does It Matter? An Analysis of the Program Assessment Rating Tool
The Obama Administration and PBB
Does Involvement in Performance Management Routines Encourage Performance Information Use? Evaluating GPRA and Part
Playing the Wrong Part
Sharpening a Knife Cleverly
Does Performance Budgeting Work? An Examination of the Office of Management and Budget’s Part Scores
Operationalizing the Constitution Via Administrative Reorganization
Toward Assessing the Administrative Presidency
Expert Opinion, Agency Characteristics, and Agency Preferences
Presidents and the Politics of Agency Design
Factors behind Organizational Learning from Benchmarking
What Motivates Bureaucrats
Why Part? The Institutional Politics of Presidential Budget Reform
Assessing Performance Budgeting at OMB
The Consequences of Presidential Patronage for Federal Agency Performance
Agency Political Ideology and Reform Implementation
Civil Service Reforms in Italy
Political‐Administrative Relations
New Political Governance in Westminster Systems
Separated Powers in the United States
Political Appointees and the Competence of Federal Program Management
The Study of Administration
| Unique citing works | 27 |
|---|---|
| Citations per year | 2,45 |
| Citation span | 2015 - 2026 (12) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 27 |