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Performance Measurement Beyond Instrumental Use

  • Patria de Lancer Julnes
Part of the Governance and Public Management Series book series (GPM)

Abstract

Performance measurement has been expected to produce information that can be used to make better and more rational decisions. In the United States,thisbelief is directlyrelated to performance measurement’s lineage — scientific management and its perceived contribution to better government (see also Van Dooren in Chapter 1). In the early 1900s, organizations focused on developing procedures and measurement techniques to improve efficiency and increase the productivity of workers. For public organizations, the interest in efficiency, which is built into the traditional approaches to accountability (Brunsson, 1989: 5; Radin, 2002) was a reaction to the pervasiveness of patronage and corruption in the way government conducted its business. Thus began a series of efforts to replace rather subjective assessments of government performance with systematic and more precise measurement. There was an optimistic view that performance measurement would automatically lead to rational decision making and, thus, to good government (see also Chapter 13 by Van de Walle and Roberts). Performance measurement in this chapter refers to measures or indicators of inputs, outputs, efficiency, effectiveness and outcomes.

Keywords

Public Organization Performance Information Performance Measurement System Good Government Ance Measurement 
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

© Patria de Lancer Julnes 2008

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  • Patria de Lancer Julnes

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