Performance studies: The missing link?

Canadian Journal of Program Evaluation

Volumn 21, Issue 2, 2006, Pages 201-208

  Mayne, John ^a,b  

^a Public Sector Performance   (Canada)

^b NONE   (Canada)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 33847028278     PISSN: 08341516     EISSN: 00077720     Source Type: Journal    
DOI: None     Document Type: Review

References (12)

1. Barrados, M., & Mayne, J. (2003). Can public sector organizations learn? OECD Journal on Budgeting, 3(3), 87-103.
2. Boyne, G., & Law, J. (2005). Setting public service outcome targets: Lessons from local public service agreements. Public Money & Management, 25(4), 253-260.
3. Kumar, K. (Ed.) (1993). Rapid appraisal methods (World Bank Regional and Sectoral Studies). Washington, DC: World Bank.
4. Mayne, J. (2001). Addressing attribution through contribution analysis: Using performance measures sensibly. Canadian Journal of Program Evaluation, 16(1), 1-24.
5. Mayne, J. (in press). Challenges and lessons in results-based management. Evaluation.
6. McDavid, J., & Hawthorne, L.R.L. (2005). Program evaluation and performance measurement. Thousand Oaks, CA: Sage.
7. Moynihan, D.P. (2005). Goal-based learning and the future of performance management. Public Administration Review, 65(2), 203-216.
8. OECD. (2005). Modernizing government: The way forward. Paris: Author.
9. Perrin, B. (1998). Effective use and misuse of performance measurement. American Journal of Evaluation, 19, 367-379.
10. Rist, R., & Stame, N. (Eds.). (2006). From studies to streams: Managing evaluative systems. New Brunswick, NJ: Transaction.
11. Smith, P. (1995). On the unintended consequences of publishing performance data in the public sector. International Journal of Public Administration, 18(2-3), 277-310.
12. van Thiel, S., & Leeuw, F.L. (2002). The performance paradox in the public sector. Public Performance & Management Review, 25(3), 267-281.