Managing Performance in the Public Sector

This title responds to the growing importance of performance measurement within political and administrative agendas. It looks at the effects of performance measurement on organizations, its risks and limitations and proposes new and positive ways in which measuring performance can be used. This is an excellent addition to the subject area, which is becoming more and more widely taught on management and administration courses worldwide.

Hans de Bruijn is Professor of Organization and Management at the Department of Policy, Organization and Management, Delft University of Technology, The Netherlands.

List of illustrations

vii

Acknowledgement

ix

PART I

1

(52)

An introduction to performance measurement: the beneficial effect of performance measurement

3

(18)

The perverse effects of performance measurement

21

(20)

The resistance of perverted performance measurement

41

(12)

PART II

53

(60)

Design principles for performance measurement

55

(10)

Trust and interaction

65

(16)

Content and variety

81

(14)

Dynamic: towards lively performance measurement

95

(18)

PART III

113

(8)

The paradoxes of performance measurement

115

(6)

Notes

121

(6)

Index

127

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Managing Performance in the Public Sector

Summary

Author Biography

Table of Contents

Supplemental Materials