Performance management in the public sector

International Journal of Public Sector Management

Volumn 22, Issue 6, 2009, Pages 478-498

  Fryer, Karen ^a   Antony, Jiju ^b   Ogden, Susan ^a  

^a GLASGOW CALEDONIAN UNIVERSITY   (United Kingdom)

^b UNIVERSITY OF STRATHCLYDE   (United Kingdom)

Author keywords

Change management; Performance management; Performance measurement(quality); Public sector organizations

Indexed keywords

EID: 70349682772     PISSN: 09513558     EISSN: None     Source Type: Journal    
DOI: 10.1108/09513550910982850     Document Type: Review

References (112)

1. Ackroyd, S. (1995), From public administration to public sector management. Understanding contemporary change in British public services, International Journal of Public Sector Management, Vol. 8 No. 2, pp. 19-32.
2. Adcroft, A. and Willis, R. (2005), The (un)intended outcome of public sector performance measurement, International Journal of Public Sector Management, Vol. 18 No. 5, pp. 386-400.
3. Andrews, R. and Martin, S. (2007), Has devolution improved public services, Public Money and Management, April, pp. 149-56.
4. Andrews, R., Boyne, G. and Enticott, G. (2006), Performance failure in the public sector, Public Management Review, Vol. 8 No. 2, pp. 273-96.
5. Appleby, J. (2000), Measuring performance in the NHS: what really matters, British Medical Journal, Vol. 27, May.
6. Armstrong, M. and Baron, A. (2005), Managing Performance. Performance Management in Action, Chartered Institute of Personnel and Development, London.
7. Atkinson, M. and Maxwell, V. (2007), Driving performance in a multi-agency partnership using outcome measures: a case study, Measuring Business Excellence, Vol. 11 No. 2, pp. 12-22.
8. Audit Commission (1993), Helping with Enquiries: Tackling Crime Effectively, HMSO, London.
9. Audit Commission (2002), Performance Breakthroughs: Improving Performance in Public Sector Organizations, Holbrooks, Portsmouth.
10. Audit Scotland (2006), Overview of the Local Authority Audits, Vol. 2005, Audit Scotland, Edinburgh.
11. Behn, R. (2005), On the ludicrous search for the magical performance system, Government Finance Review, Vol. 21 No. 1, pp. 63-4.
12. Bevan, G. and Hood, C. (2006), What's measured is what matters: targets and gaming in the English public health care system, Public Administration, Vol. 84 No. 3, pp. 517-38.
13. Bititci, U., Mendibil, K., Nudurupati, S., Garengo, P. and Turner, T. (2006), Dynamics of performance measurement and organizational culture, International Journal of Operations & Production Management, Vol. 26 No. 12, pp. 1325-50.
14. Black, S., Briggs, S. and Keogh, W. (2001), Service quality performance measurement in public/private sectors, Managerial Auditing Journal, Vol. 16 No. 7, pp. 400-5.
15. Boland, T. and Fowler, A. (2000), A systems perspective of performance management in public sector organizations, International Journal of Public Sector Management, Vol. 13 No. 5, pp. 417-46.
16. Boyne, G. and Gould-Williams, J. (2003), Planning and performance in public organizations, Public Management Review, Vol. 5 No. 1, pp. 115-32.
17. Brown, A. (2005), Implementing performance management in England's primary schools, International Journal of Productivity and Performance Management, Vol. 54 No. 5/6, pp. 468-81.
18. Carlin, T. (2004), Output-based management and the management of performance: insights from the Victorian experience, Management Accounting Research, Vol. 15, pp. 267-83.
19. Carvalho, J., Fernandes, M., Lambert, V. and Lapsley, I. (2006), Measuring fire service performance: a comparative study, International Journal of Public Sector Management, Vol. 19 No. 2, pp. 165-79.
20. Chang, H. (2006), Development of performance measurement systems in quality management organisations, The Service Industries Journal, Vol. 26 No. 7, pp. 765-86.
21. Chenhall, R. and Langfield-Smith, K. (2007), Multiple perspectives of performance measures, European Management Journal, Vol. 25 No. 4, pp. 266-82.
22. Christensen, M. and Yoshimi, H. (2001), A two country comparison of public sector performance reporting: the tortoise and hare?, Financial Accountability & Management, Vol. 17 No. 3, pp. 271-89.
23. Cranfield School of Management (2006), Literature review on performance measurement and management, available at: www.idea-knowledge.gov.uk/idk/aio/306299 (accessed 6 December 2006).
24. Cunningham, G. and Harris, J. (2005), Toward a theory of performance reporting to achieve public sector accountability: a field study, Public Budgeting and Finance, Summer, pp. 15-42.
25. De Bruijn, H. (2002), Performance measurement in the public sector: strategies to cope with the risks of performance measurement, International Journal of Public Sector Management, Vol. 15 No. 7, pp. 578-94.
26. De Waal, A. (2003), Behavioral factors important for the successful implementation and use of performance management systems, Management Decision, Vol. 41 No. 8, pp. 688-97.
27. De Waal, D. (2007), Successful performance management? Apply the strategic performance management development cycle!, Measuring Business Excellence, Vol. 11 No. 2, pp. 4-11.
28. Department for Education and Employment (2000), Performance management: guidance for governors, Department for Education and Employment, London, available at: www.dcsf.gov.uk/publications/guidanceonthelaw/dfeepub/jun00/pdf/060600.pdf (accessed 24 September 2008).
29. Ehrenberg, R. and Stupak, R. (1994), Total quality management: its relationship to administrative theory and organizational behaviour in the public sector, Public Administration Quarterly, Vol. 18 No. 1, pp. 75-98.
30. Evans, J. (2004), An exploratory study of performance measurement systems and relationships with performance results, Journal of Operations Management, Vol. 22, pp. 219-32.
31. Feit, D. (2003), Measuring performance in the public sector, Cost Management, Vol. 17 No. 2, pp. 39-45.
32. Ferlie, E. and Steane, P. (2002), Changing developments in NPM, International Journal of Public Administration, Vol. 25 No. 12, pp. 1459-69.
33. Franco, M. and Bourne, M. (2003), Factors that play a role in 'managing through measures', Management Decision, Vol. 41 No. 8, pp. 698-710.
34. Fryer, K. (2007), interviews with Strathclyde Police and West Dunbartonshire Council, Dumbarton.
35. Gianakis, G. (2002), The promise of public sector performance measurement: anodyne or placebo?, Public Administration Quarterly, Vol. 26 No. 1/2, pp. 35-64.
36. Greatbanks, R. and Tapp, D. (2007), The impact of balanced scorecards in a public sector environment: empirical evidence from Dunedin City Council, New Zealand, International Journal of Operations & Production Management, Vol. 27 No. 8, pp. 846-73.
37. Guthrie, J. and English, L. (1997), Performance information and programme evaluation in the Australian public sector, International Journal of Public Sector Management, Vol. 10 No. 3, pp. 154-64.
38. Her Majesty's Inspectorate of Constabulary for Scotland (2005), Managing improvement: a thematic inspection of performance management in the Scottish Police Service, available at: www.scotland.gov.uk/Resource/Doc/69582/0018021.pdf (accessed 28 November 2006).
39. HM Government (2007), The New Performance Framework for Local Authorities and Local Authority Partnership. Single Set of National Indicators, Communities and Local Government Publications UK, London.
40. Holliday, I. (1995), The NHS Transformed, 2nd ed., Baseline Book Company, Manchester.
41. Holzer, M. and Yang, K. (2004), Performance measurement and improvement: an assessment of the state of the art, International Review of Administrative Sciences, Vol. 70 No. 1, pp. 15-31.
42. Hood, C. (1991), A public management for all seasons?, Public Administration, Vol. 69 No. 1, pp. 3-19.
43. Hood, C. (2006), Gaming in Targetworld: the targets approach to managing British public services, Public Administration Review, July/August, pp. 515-21.
44. Hoque, Z. (2008), Measuring and reporting public sector outputs/outcomes. Exploratory evidence from Australia, International Journal of Public Sector Management, Vol. 21 No. 5, pp. 468-93.
45. Isgrove, R. and Patel, A. (1993), Quality progress in UK social services departments: an exploratory study, International Journal of Public Sector Management, Vol. 6 No. 6, pp. 55-66.
46. Jacobs, R. and Goddard, M. (2007), How do performance indicators add up? An examination of composite indicators in public services, Public Money and Management, April, pp. 103-10.
47. Jarrar, Y. and Schiuma, G. (2007), Measuring performance in the public sector: challenges and trends, Measuring Business Excellence, Vol. 11 No. 4, pp. 4-8.
48. Jas, P. and Skelcher, C. (2005), Performance decline and turnaround in public organizations: a theoretical and empirical analysis, British Journal of Management, Vol. 16, pp. 195-210.
49. Johnson, A. (2005), What does 25 years of experience tell us about the state of performance measurement in public policy and management?, Public Money and Management, Vol. 25 No. 1, pp. 9-17.
50. Jones, J. (1980), Organizational Aspects of Police Behaviour, Gower, Aldershot.
51. Kaplan, R. and Norton, D. (1996), The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, Boston, MA.
52. Kennerley, M. and Neely, A. (2002), A framework of the factors affecting the evolution of performance measurement systems, International Journal of Operations & Production Management, Vol. 22 No. 11, pp. 1222-45.
53. Kirkpatrick, I. and Ackroyd, S. (2003), Transforming the professional archetype?, Public Management Review, Vol. 5 No. 4, pp. 511-31.
54. Kopczynski, M. (1999), Comparative performance measurement: insights and lessons learned from a consortium effort, Public Administration Review, Vol. 59 No. 2, pp. 124-34.
55. Lawton, A., McKevitt, D. and Millar, M. (2000), Coping with ambiguity: reconciling external legitimacy and organizational implementation in performance measurement, Public Money & Management, Vol. 20 No. 3, pp. 13-19.
56. Lebas, M.J. (1995), Performance measurement and performance management, International Journal of Production Economics, Vol. 41 No. 1, pp. 23-35.
57. Leishman, F., Cope, S. and Starie, P. (1995), Reforming the police in Britain: new public management, policy networks and a tough 'old bill', International Journal of Public Sector Management, Vol. 8 No. 4, pp. 26-37.
58. Lemieux-Charles, L., McGuire, W., Champagne, F., Barnsley, J., Cole, D. and Sicotee, C. (2003), The use of multilevel performance indicators in managing performance in health care organizations, Management Decision, Vol. 41 No. 8, pp. 760-70.
59. Liyanage, C. and Egbu, C. (2008), A performance management framework for healthcare facilities management, Journal of Facilities Management, Vol. 6 No. 1, pp. 23-36.
60. Lonti, Z. and Gregory, R. (2007), Accountability of countability? Performance measurement in the New Zealand public service, 1992-2002, The Australian Journal of Public Administration, Vol. 66 No. 4, pp. 468-84.
61. McAdam, R., Hazlett, S. and Casey, C. (2005), Performance management in the UK public sector addressing multiple stakeholder complexity, International Journal of Public Sector Management, Vol. 18 No. 5, pp. 256-73.
62. McKee, M. and Sheldon, T. (1998), Measuring performance in the NHS, British Medical Journal, January 31.
63. Macpherson, M. (2001), Performance measurement in not-for-profit and public sector organizations, Measuring Business Excellence, Vol. 5 No. 2, pp. 13-17.
64. Marr, B. and Schiuma, G. (2003), Business performance measurement - past, present and future, Management Decision, Vol. 41 No. 8, pp. 680-7.
65. Meyer, J.W. and Rowan, B. (1977), Institutionalized organizations: formal structure as myth and ceremony, American Journal of Sociology, Vol. 83 No. 2, pp. 340-63.
66. Modell, S. (2004), Performance measurement myths in the public sector: a research note, Financial Accountability & Management, Vol. 20 No. 1, pp. 39-55.
67. Moxham, C. and Boaden, R. (2007), The impact of performance measurement in the voluntary sector: identification of contextual and processual factors, International Journal of Operations & Production Management, Vol. 27 No. 8, pp. 826-45.
68. Mwita, J. (2000), Performance management model: a systems-based approach to public service quality, International Journal of Public Sector Management, Vol. 13 No. 1, pp. 19-37.
69. Neely, A. (1999), The performance measurement revolution: why now and what next?, International Journal of Operations & Production Management, Vol. 19 No. 2, pp. 205-28.
70. Neely, A., Adams, C. and Crowe, P. (2001), The performance prism in practice, Measuring Business Excellence, Vol. 5 No. 2, pp. 6-12.
71. Neely, A., Gregory, M. and Platts, K. (1995), Performance measurement system design: a literature review and research agenda, International Journal of Operations & Production Management, Vol. 15 No. 4, pp. 80-116.
72. Norman, R. and Gregory, R. (2003), Paradoxes and pendulum swings: performance management in New Zealand's public sector, Australian Journal of Public Administration, Vol. 62 No. 4, pp. 35-49.
73. Osborne, S. (2006), The new public governance?, Public Management Review, Vol. 8 No. 3, pp. 377-87.
74. Pate, J., Beaumont, P. and Stewart, S. (2007), Trust in senior management in the public sector, Employee Relations, Vol. 29 No. 5, pp. 458-68.
75. Peng, T., Pike, S. and Roos, G. (2007), Intellectual capital and performance indicators: Taiwanese healthcare sector, Journal of Intellectual Capital, Vol. 8 No. 3, pp. 538-56.
76. Performance Management, Measurement and Information (2005), PMMI Online conference summary report: embedding performance management frameworks and developing a performance management culture, available at: www.idea-knowledge.gov.uk/idk/aio/944892 (accessed 7 December 2006).
77. Pidd, M. (2005), Perversity in public service performance measurement, International Journal of Productivity and Performance Management, Vol. 54 No. 5/6, pp. 482-93.
78. Pollanen, R. (2005), Performance measurement in municipalities: empirical evidence in a Canadian context, International Journal of Public Sector Management, Vol. 18 No. 1, pp. 4-24.
79. Pollitt, C. (2000), Is the Emperor in his underwear? An analysis of the impacts of public management reform, Public Management, Vol. 2 No. 2, pp. 181-99.
80. Pollitt, C. (2005), Performance management in practice: a comparative stuffy of executive agencies, Journal Public Administration Research and Theory, Vol. 16, pp. 25-44.
81. Pollitt, C. and Bouckaert, G. (2004), Public Management Reform: A Comparative Analysis, 2nd ed., Oxford University Press, Oxford.
82. Pun, K.F. and White, A.S. (2005), A performance measurement paradigm for integrating strategy formulation: a review of systems and frameworks, International Journal of Management Reviews, Vol. 7 No. 1, pp. 49-71.
83. Radin, B. (2003), A comparative approach to performance management: contrasting the experience of Australia, New Zealand and the United States, Vol. 26 No. 12, pp. 1355-76.
84. Radnor, Z. (2008), Muddled, massaging, manoeuvering or manipulated? A typology of organizational gaming, International Journal of Productivity and Performance Management, Vol. 57 No. 4, pp. 316-28.
85. Radnor, Z. and Barnes, D. (2007), Historical analysis of performance measurement and management in operations management, International Journal of Productivity and Performance Management, Vol. 56 No. 5/6, pp. 384-96.
86. Radnor, Z. and McGuire, M. (2004), Performance management in the public sector: fact or fiction?, International Journal of Productivity and Performance Management, Vol. 53 No. 3, pp. 245-60.
87. Ranade, W. (1994), A Future for the NHS? Health Care in the 1990s, Longman Group, London.
88. Rouse, P. and Putterill, M. (2003), An integral framework for performance measurement, Management Decision, Vol. 41 No. 8, pp. 791-805.
89. Sajid, M. and Baig, M. (2007), Quality of health care: an absolute necessity for public satisfaction, International Journal of Health Care Quality Assurance, Vol. 20 No. 6, pp. 545-8.
90. SAS Institute (2005), Managing program performance in government: a best practices approach, SAS White Paper No. 9, available at: www.sas.com/ci/whitepapers/102262.pdf (accessed 29 November 2006).
91. Schalm, C. (2008), Implementing a balanced scorecard as a strategic management tool in a long-term care organisation, Journal of Health Services Research Policy, Vol. 13 No. 1, pp. 8-14.
92. Scottish Executive (2006), available at: www.scotland.gov.uk/Publications/2006/07/21102410/19 (accessed 18 June 2007).
93. Sehested, K. (2002), How new public management reforms challenge the roles of professionals, International Journal of Public Administration, Vol. 25 No. 12, pp. 1513-37.
94. Sevic, Z. (2005), Measuring performance on a local government level in a transitional country: the case of Serbia, International Journal of Public Sector Management, Vol. 18 No. 7, pp. 582-603.
95. Smith, P. (1995), On the unintended consequences of publishing performance data in the public sector, International Journal of Public Administration, Vol. 18 No. 2/3, pp. 277-310.
96. Stevens, P., Stokes, L. and O'Mahony, M. (2006), Metrics, targets and performance, National Institute Economic Review, Vol. 197, July, pp. 80-92.
97. Tarr, J. (2004), available at: www.theacagroup.com/performancemeasurements.htm (accessed 15 June 2007).
98. Taylor, W.A. (1996), Sectoral investigation of management mind-sets and management behaviours, Total Quality Management, Vol. 7 No. 4, pp. 385-400.
99. Train, L. and Williams, C. (2000), Evolution of quality management: British Benefit Enquiry Line, International Journal of Public Sector Management, Vol. 13 No. 6, pp. 526-39.
100. Try, D. and Radnor, Z. (2007), Developing an understanding of results-based management through public value theory, International Journal of Public Sector Management, Vol. 20 No. 7, pp. 655-73.
101. Vakkuri, J. and Meklin, P. (2003), The impact of culture on the use of performance measurement information in the university setting, Management Decision, Vol. 41 No. 8, pp. 751-9.
102. Van de Walle, S. (2008), Comparing the performance of national public sectors: conceptual problems, International Journal of Productivity and Performance Management, Vol. 57 No. 4, pp. 329-38.
103. Van Sluis, A., Cachet, L. and Ringeling, A. (2008), Results-based agreements for the police in the The Netherlands, Policing: An International Journal of Police Strategies and Management, Vol. 31 No. 3, pp. 415-34.
104. Verbeeten, F. (2008), Performance management practices in public sector organizations: impact on performance, Accounting, Auditing & Accountability Journal, Vol. 21 No. 3, pp. 427-54.
105. Verheijen, T. and Dobrolyubova, Y. (2007), Performance management in the Baltic States and Russia: success against the odds?, International Review of Administrative Sciences, Vol. 73 No. 2, pp. 205-15.
106. Walker, R. and Boyne, G. (2006), Public management reform and organizational performance: an empirical assessment of the UK Labour Government's public service improvement strategy, Journal of Policy Analysis and Management, Vol. 25 No. 2, pp. 371-93.
107. Wang, X. and Berman, E. (2001), Hypotheses about performance measurement in counties: findings from a survey, Journal of Public Administration Research and Theory, Vol. 11 No. 3, pp. 403-28.
108. Wilcox, M. and Bourne, M. (2003), Predicting performance, Management Decision, Vol. 41 No. 8, pp. 806-16.
109. Williams, D. (2003), Measuring government in the early twentieth century, Public Administration Review, Vol. 63 No. 6, pp. 643-58.
110. Wisniewska, M. and Stewart, D. (2004), Performance measurement for stakeholders: the case of Scottish local authorities, International Journal of Public Sector Management, Vol. 17 No. 3, pp. 222-33.
111. Zigan, K., Macfarlane, F. and Desombre, T. (2008), Intangible resources as performance drivers in European hospitals, International Journal of Productivity and Performance Management, Vol. 57 No. 1, pp. 7-71.
112. Zineldin, M. (2006), The quality of health care and patient satisfaction: an exploratory investigation of the 5Qs model at some Egyptian and Jordanian medical clinics, International Journal of Health Care Quality Assurance, Vol. 19 No. 1, pp. 60-92.