메뉴 건너뛰기




Volumn 68, Issue SUPPL. 1, 2008, Pages

From measurement to management: Breaking through the barriers to state and local performance

Author keywords

[No Author keywords available]

Indexed keywords


EID: 54349089681     PISSN: 00333352     EISSN: 15406210     Source Type: Journal    
DOI: 10.1111/j.1540-6210.2008.00980.x     Document Type: Review
Times cited : (119)

References (56)
  • 2
    • 84937287675 scopus 로고
    • Overcoming the Inadequacies of Performance Measurement in Local Government: The Case of Libraries and Leisure Services
    • Ammons, David N. 1995. Overcoming the Inadequacies of Performance Measurement in Local Government: The Case of Libraries and Leisure Services. Public Administration Review 55 (1 37 46.
    • (1995) Public Administration Review , vol.55 , Issue.1 , pp. 37-46
    • Ammons, D.N.1
  • 3
    • 54349101654 scopus 로고    scopus 로고
    • Governing, March. accessed August 6, 2008 Beutler, and Abraham B Shani. 1996. Large-System Change Initiative: Transformation in Progress at the California Department of Corrections. Public Productivity and Management Review 20 (1 24 44.
    • Barrett, Katherine, and Richard Greene. 2008. Grading the States '08: The Mandate to Measure. Governing, March. http://www.governing.com/gpp/2008/index. htm accessed August 6, 2008 Beutler, and Abraham B Shani. 1996. Large-System Change Initiative: Transformation in Progress at the California Department of Corrections. Public Productivity and Management Review 20 (1 24 44.
    • (2008) Grading the States '08: The Mandate to Measure
    • Barrett, K.1    Greene, R.2
  • 4
    • 0025519097 scopus 로고
    • Why Change Programs Don't Produce Change
    • and
    • Beer, Michael, Russell A. Eisenstat, and Bert Spector. 1990. Why Change Programs Don't Produce Change. Harvard Business Review 68 (6 158 67.
    • (1990) Harvard Business Review , vol.68 , Issue.6 , pp. 158-67
    • Beer, M.1    Eisenstat, R.A.2    Spector, B.3
  • 5
    • 0142124132 scopus 로고    scopus 로고
    • Why Measure Performance? Different Purposes Require Different Measures
    • Behn, Robert D. 2003. Why Measure Performance? Different Purposes Require Different Measures. Public Administration Review 63 (5 586 606.
    • (2003) Public Administration Review , vol.63 , Issue.5 , pp. 586-606
    • Behn, R.D.1
  • 8
    • 0040438787 scopus 로고    scopus 로고
    • Performance Measurement in U.S. Counties: Capacity for Reform
    • and
    • Berman, Evan, and XiaoHu Wang. 2000. Performance Measurement in U.S. Counties: Capacity for Reform. Public Administration Review 60 (5 409 20.
    • (2000) Public Administration Review , vol.60 , Issue.5 , pp. 409-20
    • Berman, E.1    Wang, X.Hu.2
  • 11
    • 2042515877 scopus 로고    scopus 로고
    • Performance Measurement and Adoption of Balanced Scorecards
    • Chan, Yee-Ching Lillian. 2004. Performance Measurement and Adoption of Balanced Scorecards. International Journal of Public Sector Management 17 (3 204 11.
    • (2004) International Journal of Public Sector Management , vol.17 , Issue.3 , pp. 204-11
    • Chan, Lillian.1
  • 12
    • 0038454885 scopus 로고    scopus 로고
    • Promoting the Utilization of Performance Measures in Public Organizations: An Empirical Study of Factors Affecting Adoption and Implementation
    • and
    • De Lancer Julnes Patria, and Marc Holzer. 2001. Promoting the Utilization of Performance Measures in Public Organizations: An Empirical Study of Factors Affecting Adoption and Implementation. Public Administration Review 61 (6 693 708.
    • (2001) Public Administration Review , vol.61 , Issue.6 , pp. 693-708
    • De Lancer Julnes, P.1    Holzer, M.2
  • 13
    • 0002463286 scopus 로고
    • Managing Change: The Art of Balancing
    • Duck, Jeanie D. 1993. Managing Change: The Art of Balancing. Harvard Business Review 71 (6 109 19.
    • (1993) Harvard Business Review , vol.71 , Issue.6 , pp. 109-19
    • Duck, J.D.1
  • 15
    • 15944368489 scopus 로고    scopus 로고
    • Performance Measurement Systems: Results from a City and State Survey
    • and
    • Garsombke, Perrin H., and Jerry Schrad. 1999. Performance Measurement Systems: Results from a City and State Survey. Government Finance Review 15 (1 9 12.
    • (1999) Government Finance Review , vol.15 , Issue.1 , pp. 9-12
    • Garsombke, P.H.1    Schrad, J.2
  • 17
    • 24944492351 scopus 로고    scopus 로고
    • Governmental Accounting Standards Board (GASB). Washington, DC: GASB.
    • Governmental Accounting Standards Board (GASB). 2002b. Portland Oregon: Pioneering External Accountability. Washington, DC : GASB.
    • (2002) Portland Oregon: Pioneering External Accountability.
  • 20
    • 85050847654 scopus 로고    scopus 로고
    • Perceptions of Performance Measurement and the Practice of Performance Reporting by Small Cities
    • Ho, Alfred. 2003. Perceptions of Performance Measurement and the Practice of Performance Reporting by Small Cities. State and Local Government Review 35 (2 161 73.
    • (2003) State and Local Government Review , vol.35 , Issue.2 , pp. 161-73
    • Ho, A.1
  • 21
    • 33645072274 scopus 로고    scopus 로고
    • Citizen-Initiated Performance Assessment: The Initial Iowa Experience
    • and
    • Ho, Alfred, and Paul Coates. 2004. Citizen-Initiated Performance Assessment: The Initial Iowa Experience. Public Performance and Management Review 27 (3 29 50.
    • (2004) Public Performance and Management Review , vol.27 , Issue.3 , pp. 29-50
    • Ho, A.1    Coates, P.2
  • 22
    • 54349127927 scopus 로고    scopus 로고
    • Have Cities Shifted to Outcome-Oriented Performance Reporting? a Content Analysis of City Budgets
    • and
    • Ho, Alfred, and Anna Ya Ni. 2005. Have Cities Shifted to Outcome-Oriented Performance Reporting? A Content Analysis of City Budgets. Public Budgeting and Finance 25 (2 61 84.
    • (2005) Public Budgeting and Finance , vol.25 , Issue.2 , pp. 61-84
    • Ho, A.1    Ya Ni, A.2
  • 23
    • 26444511619 scopus 로고    scopus 로고
    • Public Performance Measurement: An Assessment of the State of the Art and Models for Citizen Participation
    • and
    • Holzer, Marc, and Kathryn Kloby. 2005. Public Performance Measurement: An Assessment of the State of the Art and Models for Citizen Participation. International Journal of Productivity and Performance Management 54 (7 517 32.
    • (2005) International Journal of Productivity and Performance Management , vol.54 , Issue.7 , pp. 517-32
    • Holzer, M.1    Kloby, K.2
  • 26
    • 0038747686 scopus 로고    scopus 로고
    • The Balanced Scorecard: Translating Strategy into Action
    • and
    • Kaplan, Robert S., and David P. Norton. 1997. The Balanced Scorecard: Translating Strategy into Action. Training and Development 51 (1 50 52.
    • (1997) Training and Development , vol.51 , Issue.1 , pp. 50-52
    • Kaplan, R.S.1    Norton, D.P.2
  • 27
    • 0043246579 scopus 로고    scopus 로고
    • Citizen Satisfaction and Administrative Performance Measures: Is There Really a Link?
    • Kelly, Janet M. 2003. Citizen Satisfaction and Administrative Performance Measures: Is There Really a Link? Urban Affairs Review 38 (6 855 66.
    • (2003) Urban Affairs Review , vol.38 , Issue.6 , pp. 855-66
    • Kelly, J.M.1
  • 30
    • 26444509754 scopus 로고    scopus 로고
    • and. Faculty Research Working Papers Series, John F. Kennedy School of Government, Harvard University.
    • King, David C., Richard J. Zeckhauser, and Mark T. Kim. 2004. The Management Performance of the U.S. States. Faculty Research Working Papers Series, John F. Kennedy School of Government, Harvard University.
    • (2004) The Management Performance of the U.S. States
    • King, D.C.R.J.1    Zeckhauser2    Kim, M.T.3
  • 31
    • 0002324201 scopus 로고
    • Leading Change: Why Transformation Efforts Fail
    • Kotter, John P. 1995 Leading Change: Why Transformation Efforts Fail. Harvard Business Review 73 (2 59 68.
    • (1995) Harvard Business Review , vol.73 , Issue.2 , pp. 59-68
    • Kotter, J.P.1
  • 32
    • 0001794383 scopus 로고    scopus 로고
    • Reaching and Changing Frontline Employees
    • and
    • Larkin, T.J., and Sandar Larkin. 1996. Reaching and Changing Frontline Employees. Harvard Business Review 74 (3 95 105.
    • (1996) Harvard Business Review , vol.74 , Issue.3 , pp. 95-105
    • Larkin, T.J.1    Larkin, S.2
  • 34
    • 0042323678 scopus 로고    scopus 로고
    • Public Sector Performance Measurement
    • and
    • Lynch, Thomas D., and Susan E. Day. 1996. Public Sector Performance Measurement. Public Administration Quarterly 19 (4 404 20.
    • (1996) Public Administration Quarterly , vol.19 , Issue.4 , pp. 404-20
    • Lynch, T.D.1    Day, S.E.2
  • 35
    • 85040416001 scopus 로고    scopus 로고
    • Implementing PBB: Conflicting Views of Success
    • and
    • Melkers, Julia E., and Katherine G Willoughby. 2000. Implementing PBB: Conflicting Views of Success. Public Budgeting and Finance 20 (1 105 20.
    • (2000) Public Budgeting and Finance , vol.20 , Issue.1 , pp. 105-20
    • Melkers, J.E.1    Willoughby, K.G.2
  • 37
    • 15944368152 scopus 로고    scopus 로고
    • Models of Performance-Measurement Use in Local Governments: Understanding Budgeting, Communication, and Lasting Effects
    • and
    • Melkers, Julia E., and Katherine G Willoughby. 2005. Models of Performance-Measurement Use in Local Governments: Understanding Budgeting, Communication, and Lasting Effects. Public Administration Review 65 (2 180 91.
    • (2005) Public Administration Review , vol.65 , Issue.2 , pp. 180-91
    • Melkers, J.E.1    Willoughby, K.G.2
  • 39
    • 54349113645 scopus 로고    scopus 로고
    • accessed August 6, 2008 Patricia W. Ingraham. 2003. Look for the Silver Lining: When Performance-Based Accountability Systems Work. Journal of Public Administration Research and Theory 13 (4 469 90.
    • Moynihan, Donald P. 2001. The State of the States in MFR. Learning Paper Series. http://sites.maxwell.syr.edu/gpp3/images/the_state_of_the_states_in_mfr. pdf accessed August 6, 2008 Patricia W. Ingraham. 2003. Look for the Silver Lining: When Performance-Based Accountability Systems Work. Journal of Public Administration Research and Theory 13 (4 469 90.
    • (2001) The State of the States in MFR. Learning Paper Series
    • Moynihan, D.P.1
  • 43
    • 0039842751 scopus 로고    scopus 로고
    • Performance Measurement in Municipal Government: Assessing the State of the Practice
    • and
    • Poister, Theodore H., and Gregory Streib. 1999. Performance Measurement in Municipal Government: Assessing the State of the Practice. Public Administration Review 59 (4 325 35.
    • (1999) Public Administration Review , vol.59 , Issue.4 , pp. 325-35
    • Poister, T.H.1    Streib, G.2
  • 47
    • 54349109908 scopus 로고    scopus 로고
    • Paper presented at the 26th Annual Research Conference of the Association for Public Policy Analysis and Management, Atlanta, GA, October 28-30.
    • Sanger, Mary Bryna. 2004. Bringing Citizens Back In: Performance Measurement and Government Accountability. Paper presented at the 26th Annual Research Conference of the Association for Public Policy Analysis and Management, Atlanta, GA, October 28-30.
    • (2004) Bringing Citizens Back In: Performance Measurement and Government Accountability
    • Sanger, M.B.1
  • 48
    • 54349111461 scopus 로고    scopus 로고
    • Paper presented at the 29th Annual Research Conference of the Association for Public Policy Analysis and Management, Washington, DC, November 8-10.
    • Sanger, Mary Bryna. 2007. Getting Elephants to Dance (and Perform): The Transformation of a Public Bureaucracy. Paper presented at the 29th Annual Research Conference of the Association for Public Policy Analysis and Management, Washington, DC, November 8-10.
    • (2007) Getting Elephants to Dance (And Perform): The Transformation of a Public Bureaucracy
    • Sanger, M.B.1
  • 49
    • 54349092130 scopus 로고    scopus 로고
    • Getting to the Roots of Change: Performance Management and Organizational Culture
    • Sanger, Mary Bryna. 2008. Getting to the Roots of Change: Performance Management and Organizational Culture. Public Performance and Management Review 31 (4 620 52.
    • (2008) Public Performance and Management Review , vol.31 , Issue.4 , pp. 620-52
    • Sanger, M.B.1
  • 50
    • 2142721955 scopus 로고    scopus 로고
    • Getting Performance Measures to Measure Up
    • In. edited by. Dall W. Forsythe, Ithaca, NY: Rockefeller Institute Press.
    • Schick, Allen. 2001. Getting Performance Measures to Measure Up. In Quicker, Better, Cheaper? Managing Performance in American Government, edited by Dall W. Forsythe, 39 60. Ithaca, NY : Rockefeller Institute Press.
    • (2001) Quicker, Better, Cheaper? Managing Performance in American Government , pp. 39-60
    • Schick, A.1
  • 51
    • 12444267426 scopus 로고    scopus 로고
    • Performance Management in New York City: CompStat and the Revolution in Police Management
    • and. In. edited by. Dall W. Forsythe, Ithaca, NY: Rockefeller Institute Press.
    • Smith, Dennis C., and William J. Bratton. 2001. Performance Management in New York City: CompStat and the Revolution in Police Management. In Quicker, Better, Cheaper? Managing Performance in American Government, edited by Dall W. Forsythe, 453 82. Ithaca, NY : Rockefeller Institute Press.
    • (2001) Quicker, Better, Cheaper? Managing Performance in American Government , pp. 453-82
    • Smith, D.C.1    Bratton, W.J.2
  • 52
    • 54349110974 scopus 로고    scopus 로고
    • Paper presented at the Annual Meeting of the Association for Budget and Financial Management, Washington, DC.
    • Smith, Ken, et al. 2007. Voluntary Online Performance Reporting: USA State Agencies. Paper presented at the Annual Meeting of the Association for Budget and Financial Management, Washington, DC.
    • (2007) Voluntary Online Performance Reporting: USA State Agencies
    • Smith, K.1
  • 53
    • 84959939551 scopus 로고
    • On the Unintended Consequences of Publishing Performance Data in the Public Sector
    • Smith, Peter. 1995. On the Unintended Consequences of Publishing Performance Data in the Public Sector. International Journal of Public Administration 18 (2-3 277 311.
    • (1995) International Journal of Public Administration , vol.18 , Issue.23 , pp. 277-311
    • Smith, P.1
  • 54
    • 0002479471 scopus 로고    scopus 로고
    • Why Do Employees Resist Change?
    • Strebel, Paul. 1996. Why Do Employees Resist Change? Harvard Business Review 74 (3 86 93.
    • (1996) Harvard Business Review , vol.74 , Issue.3 , pp. 86-93
    • Strebel, P.1
  • 56
    • 33645070294 scopus 로고    scopus 로고
    • The Performance-Trust Link: Implications for Performance Measurement
    • and
    • Yang, Kaifeng, and Marc Holzer. 2006. The Performance-Trust Link: Implications for Performance Measurement. Public Administration Review 66 (1 114 26.
    • (2006) Public Administration Review , vol.66 , Issue.1 , pp. 114-26
    • Yang, K.1    Holzer, M.2


* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.