Performance measurement
Test the water before you dive in
Bibliographic Data
| ID | 9963785 |
|---|---|
| Authors | Arie Halachmi (Zhongshan University (China) and Tennessee State University (USA), corresponding author) |
| Year | 2005 |
| Volume | 71 |
| Issue | 2 |
| Pages | 255-266 |
| Publication date | 2005-06-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Review of Administrative Sciences (JOURNAL) |
| Journal identifiers | ISSN: 0020-8523 • E-ISSN: 1461-7226 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/0020852305053884 |
| OpenAlex | W2036762572 |
| Language | EN |
| Citations received | 12 |
| References cited | 17 |
Performance measurement and reporting are promoted in various publications as a management concept that can help administrators and elected officials address the issues of productivity and accountability. This article challenges this general assertion for two reasons. First, because the cost of performance score cards is always significant while the benefits, in many instances, may be only tentative. Second, because of possible problems that result when measuring performance is used for two different and potentially competing functions: accountability versus productivity. The article concludes that while performance measurement has a potential, its use should be encouraged but not mandated by external bodies. The article asserts that a more prudent introduction and use of performance score cards may result from better understanding of two things: first, what can go wrong when compiling performance reports; and, second, that there might be a need for other corresponding changes, within and outside government agencies, in order to facilitate meaningful performance reports
Accountability · Assertion · Business · Economics · Government (linguistics · Order (exchange · Performance indicator · Performance Management · Performance measurement · Political science · Productivity · Public relations · Test (biology · Accounting · Computer Science · Finance · Law · Marketing · Public Policy and Administration Research · Public-Private Partnership Projects
Accounting and politicians
The Politics of Performance Management in Developing Countries
How do politicians use performance information? An analysis of the Norwegian local government experience
Constraints in the Implementation of Performance Management Systems in Developing Countries
The politics and consequences of performance measurement
Performance Measurement in Italian and Spanish Local Governments
Can a Single Performance Metric Do It All? A Case Study in Education Accountability
Strengthening the Link Between Performance Measurement and Decision Making
Performance Measurement in Spanish Local Governments. A Cross‐case Comparison Study
This Article Has Been Retracted
Evaluating financial performance in local government
Internal governmental performance and accountability in Canada
Politics
Beyond Machiavelli
Organizational Report Cards
Evolution of Performance Measurement Until 1930
Measuring Government in the Early Twentieth Century
Best Value and Accountability
The Political System
An Approach to the Analysis of Political Systems
Why Measure Performance? Different Purposes Require Different Measures
| Unique citing works | 12 |
|---|---|
| Citations per year | 0.63 |
| Citation span | 2007 - 2025 (19) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 12 |