Managing Performance in the Public Sector

<p>Topical and taking a bold stance in the contentious debate surrounding performance in the public sector, this new edition shows readers how performance thinking has a substantial impact on the management of public organizations.</p><p>Thoroughly revised and updated, this highly successful text, written by an experienced academic and practitioner is packed full with a wealth of new features. These include:</p><ul> <p> </p> <li>more examples and cases, from a variety of different sectors, including, hospitals, courts, school and universities</li> <li>a whole new chapter on the dynamics of performance management; answering the questions – how do PM systems evolve? Which effects will dominate in the long run?</li> <li>many extra recommendations for making PM attractive for managers.</li> </ul><p>An informed and up-to-date analysis of this subject, this is an essential text for all those studying, both at undergraduate and postgraduate level, performance management in the public sector.</p> <p><strong> Part 1: </strong>1. An Introduction to Performance Measurement 2. The Perverse Effects of Performance Measurement 3. The Dynamics of Performance Measurement: Five Laws <strong>Part 2:</strong> 4. Design Principles for Performance Measurement 5. Trust and Interaction 6. Content and Variety 7. Dynamics: Towards Lively Performance Measurement <strong>Part 3:</strong> 8. Conclusions and Three Paradoxes</p>