Measuring performance in the public sector: Challenges and trends

Measuring Business Excellence

Volumn 11, Issue 4, 2007, Pages 4-8

  Jarrar, Yasar ^a   Schiuma, Giovanni ^a  

^a MOHAMMED BIN RASHID SCHOOL OF GOVERNMENT   (United Arab Emirates)

Author keywords

Business excellence; Oriental philosophy; Sustainable development

Indexed keywords

EID: 36349031216     PISSN: 13683047     EISSN: None     Source Type: Journal    
DOI: 10.1108/13683040710837883     Document Type: Article

References (7)

1. Behn, B. (2005), “The psychological barriers to performance management – or why isn't everyone jumping on the performance-management bandwagon”, Public Performance Management Review, Vol. 26 No. 1, pp. 5-25.
2. Bertucci, G. and Alberti, A. (2003), “Globalization and the role of the state”, in Ed. Rondinelli, G. and Ed. Cheema, S. (Eds), Reinventing Government in the Twenty First Century: State Capacity in Globalizing World, Kumarian Press Inc., Bloomfield, CT.
3. Lodge, G. and Kalitowski, S. (2007), Innovations in Government: International Perspectives on Civil Service Reform, April, Institute for Public Policy Research, London.
4. Modell, S. (2004), “Performance measurement myths in the public sector: a research note”, Financial Accountability and Management, Vol. 20 No. 1, pp. 39-55.
5. Moore, M. (1995), Creating Public Value, McGraw Hill, New York, NY.
6. Pollit, C. (2003), The Essential Public Manager, Open University Press, Maidenhead.
7. United Nations Department for Economic and Social Affairs (2005), Unlocking the Human Potential for Public Sector Performance, World Public Sector Report, United Nations, Geneva.