ENGLISH

Handbook on Performance Management in the Public Sector

By Deborah Blackman (editor)

Book information

Publisher
Edward Elgar Publishing
Year
2021
ISBN
1789901197, 9781789901191, 9781789901207
Language
english
Format
PDF
Filesize
4 MB (4185158 bytes)
Series
Elgar Handbooks in Public Administration and Management
Pages
352\343
Library
SoftArchive (sanet.st)
Time added
2021-12-05 06:23:27

Description

This timely Handbook examines performance management research specific to the public sector and its contexts, and provides suggestions for future developments in the field. It demonstrates the need for performance management to be reconceptualized as a core component of business both within and across organizations, and how it must be embedded in both strategic decision-making and as a day-to-day leadership and management practice in order to be effective. Addressing multiple levels of analysis, the Handbook shows how performance management can enable high performance if governance, systems, organization and individual components are aligned. Written by an international team of both academics and practitioners, chapters offer insights into why changes in practice need to occur, how to make such changes possible, and what these changes require from a practical standpoint. The Handbook also highlights current limitations in public sector performance management and suggests new initiatives for performance management frameworks. Scholars of public policy in human resources, administration and management looking for exemplary current research in these fields will find this Handbook invaluable. It will also be of interest to public administration and human resources practitioners looking to develop new practice and create new ways of thinking and behaving in the aftermath of global upheaval. Front Matter Copyright Contents Contributors Welcome 1. Reinventing performance management in the public sector PART I GOVERNANCE AND SYSTEMS: WHY PUBLIC SECTOR PERFORMANCE RESEARCH APPROACHES ARE CHANGING 2. Not my problem: the impact of siloed performance management on policy design and implementation 3. Applying behavioural science to performance management 4. Performance measures for governance systems 5. How can public service performance management be understood at a systems level? 6. Causes of gaming in performance management 7. A test of wills? Exploring synecdoche and gaming in the national literacy and numeracy performance monitoring regime 8. Managing the complexity of outcomes: a new approach to performance measurement and management PART II ORGANIZATIONS AND EMPLOYEES: PERFORMANCE MANAGEMENT AND CAPABILITY DEVELOPMENT - THE AGENDA OF THE FUTURE? 9. Prospects for continuous performance conversations in the Australian Public Service 10. The changing nature of work: time to return to performance fundamentals? 11. Assessing organization performance in public sector systems: lessons from Canada’s MAF and New Zealand’s PIF 12. Making performance management work in developing countries through system integration: the perspective from Ghana 13. The high performance government organization: a different approach to effective improvement 14. Performance management and common purpose: rethinking solutions to inter-organizational working 15. Who is accountable for capability development? 16. Modern employee performance management in the U.S. Federal Government 17. Using performance management to drive employee engagement in the public sector 18. Designing performance management to be an ethical tool 19. Conclusion to the Handbook on Performance Management in the Public Sector Index

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