Abstract
This chapter examines how agencies use performance information, and in particular the potential for performance information to foster goal-based learning in the public sector. The most crucial indicator for whether measuring performance is worth the effort is whether public managers are using performance information (Hatry, 2006). It is also the most difficult aspect of performance management, requiring individuals and organizations to change deeply entrenched decision behaviors by widening the scope of the information considered.
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© 2008 Donald Moynihan
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Moynihan, D. (2008). Advocacy and Learning: An Interactive-Dialogue Approach to Performance Information Use. In: Van Dooren, W., Van de Walle, S. (eds) Performance Information in the Public Sector. Governance and Public Management Series. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-137-10541-7_3
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DOI: https://doi.org/10.1007/978-1-137-10541-7_3
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-0-230-30912-8
Online ISBN: 978-1-137-10541-7
eBook Packages: Palgrave Political & Intern. Studies CollectionPolitical Science and International Studies (R0)