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Performance Information and Performance Steering: Integrated System or Loose Coupling?

  • Per Lægreid
  • Paul G. Roness
  • Kristin Rubecksen
Part of the Governance and Public Management Series book series (GPM)

Abstract

Over the past two decades there has been a significant increase in the use of performance management systems in the public sector internationally. These systems are widely used, but also criticized (Bouckaert and Peters, 2002; de Bruijn, 2002; Holzer and Yang, 2004; Johnsen, 2005; Radin, 2006). Over time, performance measurement has become more systematic, specialized, professionalized and institutionalized (Van Dooren, 2006). Performance information related to goals and objectives, measured through performance indicators and reported through ICT-based systems has increased (Bouckaert and Halligan, 2006). Yet, performance-based strategic steering is limited (Pollitt, 2006c).

Keywords

Performance Indicator Performance Reporting Performance Information Additive Index Loose Coupling 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Per Lægreid, Paul G. Roness and Kristin Rubecksen 2008

Authors and Affiliations

  • Per Lægreid
  • Paul G. Roness
  • Kristin Rubecksen

There are no affiliations available

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