Measuring Success: Factors Impacting on the Implementation and Use of Performance Measurement within Victoria's Human Services Agencies

Evaluation Journal of Australasia

Volumn 5, Issue 2, 2005, Pages 5-17

  Ramage, Paul ^a   Armstrong, Anona ^b  

^a Department of Human Services ^*  (Australia)

^b VICTORIA UNIVERSITY   (Australia)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 58149519297     PISSN: 1035719X     EISSN: 25159372     Source Type: Journal    
DOI: 10.1177/1035719X0500500203     Document Type: Article

References (43)

1. Armstrong A., & Foley P., 2004, ‘Improving business performance using the Balanced Scorecard—international trends in measuring performance methodology: what works, what matters’, paper presented to the CPA Australia Continuing Professional Development Program, 12 February, Melbourne
2. Armstrong A., & Francis R., 2003, ‘Social indicators—promises and problems: a critical review’, Evaluation Journal of Australasia, vol. 3, no. 1, pp. 17–27
3. Auditor-General Victoria 2001, Departmental performance management and reporting, Melbourne
4. Ayers H., 1995, Perspectives on behaviour: a practical guide to interventions, David Fulton, London
5. Boland T., & Fowler A., 2000, ‘A systems perspective of performance management in public sector organisations’, The International Journal of Public Sector Management, vol. 13, no. 5, pp. 417–446
6. Buckmaster N., 1999, ‘Associations between outcome measurement, accountability and learning for nonprofit organisations’, The International Journal of Public Sector Management, vol. 12, no. 2, pp. 186–197
7. Campbell D., 1990, ‘The forces of prejudice’, The Guardian, 28 July, p. 18
8. Carnall F., 1995, Managing change in organisations, Prentice Hall, London
9. Cavana R.Y., Delahaye B.L., & Sekaran U., 2001, Applied business research: qualitative and quantitative methods, John Wiley & Sons, Brisbane
10. de Lancer J P., & Holzer M., 2001, ‘Promoting the utilisation of performance measures in public organisations: an empirical study of factors affecting adoption’, Public Administration Review, vol. 61, no. 6, pp. 693–708
11. Denhardt R., & Denhardt J., 2000, ‘The new public service: serving rather than steering’, Public Administration Review, vol. 60, no. 6, pp. 549–559
12. Department of Human Services 2002a, 2001-02, Annual report, Melbourne
13. Department of Human Services 2002b, 2002-03, Departmental plan, Melbourne
14. Department of Human Services 2002c, Service agreement fact sheet number 34: service agreements—business context, Melbourne
15. Department of Treasury and Finance 1997, Management reform program: guide to output specification, Melbourne
16. Di Francesco M., 1999, ‘Measuring performance in policy advice output: Australian developments’, The International Journal of Public Sector Management, vol. 12, no. 5, pp. 420–431
17. Di Francesco M., 2001, ‘Process not outcomes in new public management? “Policy coherence” in Australian Government’, The Drawing Board: an Australian Review of Public Affairs, vol. 1, no. 3, pp. 103–116
18. Enthoven A., 1991, ‘Internal market reform of the British National Health Service’, Health Affairs, vol. 10, no. 3, pp. 60–77
19. Epstein P.D., 1984, Using performance measurement in local government: a guide to improving decisions, performance and accountability, Van Norstrand Reinhold Company, New York
20. Flynn N., 1997, Public sector management, Prentice-Hall, London
21. Gantreau A., & Kliener B., 2001, ‘Recent trends in performance measurement systems: the Balanced Scorecard approach’, Management Research News, vol. 24, no. 3, pp. 153–156
22. Guthrie J., 1993, ‘Critical issues in performance measurement and indicators’, in Guthrie J, (ed.), The Australian public sector: pathways to change in the 1990s (pp. 69–74), IIR Conferences Pty Ltd, Sydney
23. Infoxchange 2002, Infoxchange Service Seeker, Melbourne, viewed 21 September 2002,
24. Johnsen A., 2001, ‘Balanced Scorecard: theoretical perspectives and public management implications’, Managerial Auditing Journal, vol. 16, no. 6, pp. 319–339
25. Kaplan R.S., & Norton D., 1992, ‘The Balanced Scorecard: measures that drive performance’, Harvard Business Review, vol. 70, no. 1, pp. 71–79
26. Kaplan R.S., & Norton D., 2001, The strategy focused organisation: how Balanced Scorecard companies thrive in the new business environment, Harvard Business School Press, Boston
27. Kloot L., 1999, ’Performance measurement and accountability in Victorian local government, The International Journal of Public Sector Management, vol. 12, no. 7, pp. 565–583
28. Macpherson M., 2001, ‘Performance measurement in not-for-profit and public-sector organisations’, Measuring Business Excellence, vol. 5, no. 2, pp. 13–17
29. Manning N., 2000, The new public management and its legacy, viewed 16 January 2002,
30. McCartney S., & Brown R., 1999, ‘Managing by numbers: using outcome measures in the NHS’, International Journal of Health Care Quality Assurance, vol. 12, no. 1, pp. 6–12
31. Mwita J., 2000, ‘Performance management model: a systems based approach to public service quality’, The International Journal of Public Sector Management, vol. 13, no. 1, pp. 19–37
32. NZ State Services Commission 1998, A better focus on outcomes through Strategic Result Area Networks, Wellington
33. OECD 2001, Performance measurement and performance management in OECD health systems, OECD, Paris
34. Orlich D., 1978, Designing sensible surveys, Redgrave Publishing, Pleasantville, New York
35. Otley 1999, ’Performance management: a framework for management control systems research, Management Accounting Research, vol. 10, pp. 363–382
36. Poister T., & Strieb G., 1999, ‘Performance measurement in municipal government: assessing the state of the practice’, Public Administration Review, vol. 59, no. 4, pp. 325–339
37. Public Accounts and Estimates Committee (PAEC) 2002, Report on service agreements for the community, health and welfare services, Government Printer, Melbourne
38. Treasury Board of Canada Secretariat 2000, Results for Canadians: a management framework for the government of Canada, Ottawa
39. UK Audit Commission 2000, On target: the practice of performance indicators, HSMO, London
40. US General Accounting Office 1999, Managing for results: opportunities for continued improvement in agencies' performance plans, Washington DC
41. Wholey J.S., Abramson M.A., & Bellavita C., 1986, Performance and credibility: developing excellence in public and nonprofit organisations, Lexington Books, Lexington, Massachusetts
42. Winston J., 1993, ‘Performance indicators: do they perform?’, Evaluation News & Comment, vol. 2. no. 2, pp. 22–29
43. Zikmund W.G., 1997, Business research methods, 5th edn, The Dryden Press, Fort Worth, Texas