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Public Policy andPerformance Management in Democratic Systems |
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Preface |
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Contents |
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List of Figures |
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List of Tables |
12 |
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1 Introduction |
13 |
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References |
21 |
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2 Performance Management in the Public Sector: The State of Art |
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2.1 Introduction |
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2.2 The NPM Movement and Reforms |
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2.3 Performance Management: Core Characteristics |
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2.4 Performance Management Systems and Reforms |
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2.5 Performance-Based Policy Making, Accountability, and Monitoring |
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2.6 Performance-Based Micro-Management |
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2.7 Core Pathologies of Performance Management Systems: Gaming and Distortion |
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2.8 Summary |
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2.9 Points for Practitioners |
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References |
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3 Performance Management, Gaming, and Monitoring in Democratic Systems |
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3.1 Identifying the Problems |
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3.2 Theoretical Framework |
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3.3 Accountability in Democratic Systems: Applications of the Model |
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3.3.1 Public Sector Versus Private Sector: Implications for the Model |
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3.3.2 Interaction 1: The Public Versus Senior Administrators |
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3.3.3 Interaction 2: Politicians Versus Senior Administrators |
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3.3.4 Interaction 3: Senior Administrators Versus Mid-level Bureaucrats |
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3.4 An Integrated Analysis |
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3.5 How Can We Reduce Gaming Behavior? |
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3.6 Summary |
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3.7 Points for Practitioners |
71 |
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References |
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4 Performance Management, Managerial Quality, and Government Performance: A Cross-Country Quantitative Analysis |
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4.1 Introduction |
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4.2 Performance Management and Government Performance: A Theoretical Framework |
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4.3 Research Design |
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4.3.1 Research Model and Hypotheses |
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4.3.2 Sample |
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4.3.3 Data Sources and Measurement Method |
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4.3.4 Measures |
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Performance Management |
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Management Quality and Government Effectiveness |
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Decentralization |
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Resource Availability |
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Coordination Initiatives |
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Citizens’ TRUST |
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4.4 Main Trends Among OECD Countries: A Deep Look into the Research Variables |
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4.4.1 Performance Management Practices Among OECD Countries |
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4.4.2 Management Quality and Government Effectiveness Among OECD Countries |
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4.4.3 Decentralization, Resource Availability, and Coordination Among OECD Countries |
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4.4.4 TRUST Among OECD Countries |
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4.5 Performance Management, Management Quality, and Government Performance in OECD Countries: An Empirical Analysis |
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4.5.1 Data Analysis |
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4.5.2 Main Findings |
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4.6 An Integrated Analysis |
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4.7 Summary |
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4.8 Points for Practitioners |
105 |
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References |
106 |
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5 A Framework for Strategic Performance Management for the Public Sector Using the Analytic Hierarchy Process |
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5.1 Toward Strategic Performance Management |
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5.2 Performance Management and AHP in the Public Sector |
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5.2.1 Planning and Using Performance Management in the Public Sector |
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5.2.2 Applying the AHP Method in the Public Sector |
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5.3 Planning a Performance Management System Using the AHP |
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5.3.1 A Comprehensive Framework for Planning a Performance Management System |
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5.3.2 Assigning Weights Using the AHP Methodology |
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5.4 The Performance Management Strategic Framework in the Context of Strategic Planning and Management (Balanced Scorecards, Key Performance Indicators) |
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5.4.1 Strategic Management Using Balanced Scorecards, Key Performance Indicators and Benchmarks, and Lean Management in the Public Sector – A Critical Review |
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5.4.2 The Performance Management Strategic Framework: Main Advantages |
128 |
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5.5 Summary |
129 |
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5.6 Points for Practitioners |
130 |
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Appendix 5.1: Full list of activities and issues subject to auditing |
131 |
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Appendix 5.2: An example of one group of questions in the close-ended questionnaire |
132 |
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References |
134 |
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6 Integrating Performance Management into the Policy Process via Institutional Analysis Framework |
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6.1 Introduction |
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6.2 Challenges and Barriers in Planning and Implementing Public Sector Reforms: A New Institutionalism Framework |
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6.2.1 Dynamics and Mechanisms of Institutional Change |
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6.2.2 A New Institutionalism Framework of Public Sector Reforms |
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6.3 Performance Management Reforms in the Context of New Institutionalism |
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6.4 The Politics of Performance Management Reforms |
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6.5 The Role and Strategies of Senior Public Administrators and Institutional Entrepreneurs in Performance Management Reforms |
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6.6 Performance Management Reforms in a Comparative Perspective: A New Institutionalism Analysis |
155 |
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6.7 Summary |
158 |
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6.8 Points for Practitioners |
159 |
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References |
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7 Performance Management in the Public Sector, Effective Governance, and Democracy |
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7.1 Introduction |
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7.2 Democracy in the Twenty-First Century – The Challenge of Accountability and Public Responsibility |
166 |
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7.3 The Essence of the Performance Management Approach: How Does It Actually Work? |
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7.4 A Performance Management Policy Approach: The Planning Phase and Policy Instruments |
174 |
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7.5 A Performance Management Policy Approach: The Implementation Phase and Analysis of Institutional and Policy Changes |
177 |
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7.6 Summary |
179 |
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7.7 Points for Practitioners |
180 |
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References |
181 |
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Index |
184 |
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