메뉴 건너뛰기




Volumn 35, Issue 1, 2011, Pages 149-176

The sisyphean fate of government-wide performance accountability reforms: Federal performance management efforts and employees' daily work, 2002-2008

Author keywords

accountability; federal government; performance management; performance based accountability; reform

Indexed keywords


EID: 84864921458     PISSN: 15309576     EISSN: 15579271     Source Type: Journal    
DOI: 10.2753/PMR1530-9576350108     Document Type: Conference Paper
Times cited : (23)

References (62)
  • 1
    • 39049143938 scopus 로고    scopus 로고
    • Factors influencing the use of performance data to improve municipal services
    • Ammons, D., & Rivenbark, W. (2008). Factors influencing the use of performance data to improve municipal services. Public Administration Review, 68(2), 304-318.
    • (2008) Public Administration Review , vol.68 , Issue.2 , pp. 304-318
    • Ammons, D.1    Rivenbark, W.2
  • 4
    • 0142124132 scopus 로고    scopus 로고
    • Why measure performance? Different purposes require different measures
    • Behn, R. (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.1
  • 5
    • 0040438787 scopus 로고    scopus 로고
    • Performance measurement in U.S. counties: Capacity for reform
    • Berman, E., & Wang, X. (2000). Performance measurement in U.S. counties: Capacity for reform. Public Administration Review, 60(5), 409-420.
    • (2000) Public Administration Review , vol.60 , Issue.5 , pp. 409-420
    • Berman, E.1    Wang, X.2
  • 6
    • 77952812477 scopus 로고    scopus 로고
    • Public management and organizational performance: An agenda for research
    • In G. Boyne, K. Meier, L. O'Toole, and R. Walker (Eds.), New York: Cambridge University Press
    • Boyne, G., Meier, K., O'Toole, L., & Walker, D. (2006). Public management and organizational performance: An agenda for research. In G. Boyne, K. Meier, L. O'Toole, and R. Walker (Eds.), Public service performance: Perspectives on measurement and management (pp. 295-311). New York: Cambridge University Press.
    • (2006) Public Service Performance: Perspectives on Measurement and Management , pp. 295-311
    • Boyne, G.1    Meier, K.2    O'Toole, L.3    Walker, D.4
  • 7
    • 68349150862 scopus 로고    scopus 로고
    • GPRA-A foundation for performance budgeting
    • Breul, J. (2007). GPRA-A foundation for performance budgeting. Public Performance & Management Review, 30(3), 312-331.
    • (2007) Public Performance & Management Review , vol.30 , Issue.3 , pp. 312-331
    • Breul, J.1
  • 8
    • 0038454885 scopus 로고    scopus 로고
    • Promoting the utilization of performance measures in public organizations
    • de Lancer Julnes, P., & Holzer, M. (2001). Promoting the utilization of performance measures in public organizations. Public Administration Review, 61(6), 693-707.
    • (2001) Public Administration Review , vol.61 , Issue.6 , pp. 693-707
    • De Lancer Julnes, P.1    Holzer, M.2
  • 9
    • 84920184944 scopus 로고    scopus 로고
    • Accountability and the promise of performance: In search of the mechanisms
    • Dubnick, M. (2005). Accountability and the promise of performance: In search of the mechanisms. Public Performance & Management Review, 27(3), 376-417.
    • (2005) Public Performance & Management Review , vol.27 , Issue.3 , pp. 376-417
    • Dubnick, M.1
  • 10
    • 33645134209 scopus 로고    scopus 로고
    • Why PART? The institutional politics of presidential budget reform
    • Dull, M. (2006). Why PART? The institutional politics of presidential budget reform. Journal of Public Administration Research & Theory, 16(2), 187-215.
    • (2006) Journal of Public Administration Research & Theory , vol.16 , Issue.2 , pp. 187-215
    • Dull, M.1
  • 12
    • 0001482474 scopus 로고    scopus 로고
    • Reinventing government as postmodern symbolic politics
    • Fox, C. (1996). Reinventing government as postmodern symbolic politics. Public Administration Review, 56(3), 256-262.
    • (1996) Public Administration Review , vol.56 , Issue.3 , pp. 256-262
    • Fox, C.1
  • 14
    • 33748509071 scopus 로고    scopus 로고
    • Does performance budgeting work? An examination of the Office of Management and Budget's PART scores
    • Gilmour, J., & Lewis, D. (2006). Does performance budgeting work? An examination of the Office of Management and Budget's PART scores. Public Administration Review, 66(5), 743-752.
    • (2006) Public Administration Review , vol.66 , Issue.5 , pp. 743-752
    • Gilmour, J.1    Lewis, D.2
  • 15
    • 84855318331 scopus 로고    scopus 로고
    • Policy typology and performance measurement: Re sults from the Program Assessment Rating Tool
    • Greitens, T., & Joaquin, M. (2010). Policy typology and performance measurement: Re sults from the Program Assessment Rating Tool. Public Performance & Management Review, 33(4), 555-570.
    • (2010) Public Performance & Management Review , vol.33 , Issue.4 , pp. 555-570
    • Greitens, T.1    Joaquin, M.2
  • 17
    • 21544444961 scopus 로고    scopus 로고
    • Performance measurement: Test the water before you drive in
    • Halachmi, A. (2005). Performance measurement: Test the water before you drive in. International Review of Administrative Sciences, 71(2), 255-266.
    • (2005) International Review of Administrative Sciences , vol.71 , Issue.2 , pp. 255-266
    • Halachmi, A.1
  • 20
    • 1942425911 scopus 로고    scopus 로고
    • Performance measurement: Fashions and fallacies
    • Hatry, H.P. 2002. Performance measurement: Fashions and fallacies. Public Performance & Management Review, 25(4), 352-358.
    • (2002) Public Performance & Management Review , vol.25 , Issue.4 , pp. 352-358
    • Hatry, H.P.1
  • 23
    • 33645165444 scopus 로고    scopus 로고
    • Accounting for the value of performance measurement from the perspective of Midwestern mayors
    • Ho, A. (2006). Accounting for the value of performance measurement from the perspective of Midwestern mayors. Journal of Public Administration Research and Theory, 16(2), 217-238.
    • (2006) Journal of Public Administration Research and Theory , vol.16 , Issue.2 , pp. 217-238
    • Ho, A.1
  • 24
    • 84864920762 scopus 로고    scopus 로고
    • From "useful measures" to "measures used
    • In J. Kamensky, A. Morales, & M. Abramson (Eds.), Lanham, MD: Rowman & Littlefield
    • Kamensky, J., Morales, A., & Abramson, M. (2005). From "useful measures" to "measures used." In J. Kamensky, A. Morales, & M. Abramson (Eds.), Managing for results 2005 (pp. 1-14). Lanham, MD: Rowman & Littlefield.
    • (2005) Managing for Results 2005 , pp. 1-14
    • Kamensky, J.1    Morales, A.2    Abramson, M.3
  • 25
    • 4043075422 scopus 로고    scopus 로고
    • Why we should take performance measurement on faith
    • Kelly, J. (2002). Why we should take performance measurement on faith. Public Performance & Management Review, 25(4), 375-380.
    • (2002) Public Performance & Management Review , vol.25 , Issue.4 , pp. 375-380
    • Kelly, J.1
  • 26
    • 33644689135 scopus 로고    scopus 로고
    • Washington, DC: Brookings Institution Press
    • Kelman, S. (2005). Unleashing change. Washington, DC: Brookings Institution Press.
    • (2005) Unleashing Change
    • Kelman, S.1
  • 27
    • 0003304917 scopus 로고
    • Building lasting reform: Enduring questions, missing reforms
    • In D. Kettl and J. DiIulio (Eds.), Washington, DC: Brookings Institution Press
    • Kettl, D. (1995). Building lasting reform: Enduring questions, missing reforms. In D. Kettl and J. DiIulio (Eds.), Inside the reinvention machine (pp. 9-86). Washington, DC: Brookings Institution Press.
    • (1995) Inside the Reinvention Machine , pp. 9-86
    • Kettl, D.1
  • 29
    • 0001787903 scopus 로고
    • What should be done with equity theory? New approaches to the study of fairness in social relationships
    • In K.J. Gergen, M.S. Greenberg, & R.H. Willis (Eds.), New York: Plenum
    • Leventhal, G. (1980). What should be done with equity theory? New approaches to the study of fairness in social relationships. In K.J. Gergen, M.S. Greenberg, & R.H. Willis (Eds.), Social exchange: Advances in theory and research (pp. 27-55). New York: Plenum.
    • (1980) Social Exchange: Advances in Theory and Research , pp. 27-55
    • Leventhal, G.1
  • 31
    • 77950061538 scopus 로고
    • Footnotes to organizational change
    • March, J. (1981). Footnotes to organizational change. Administrative Science Quarterly, 26, 563-577.
    • (1981) Administrative Science Quarterly , vol.26 , pp. 563-577
    • March, J.1
  • 33
    • 15944368152 scopus 로고    scopus 로고
    • Models of performance-measurement use in local governments
    • Melkers, J., & Willoughby, K. (2005). Models of performance- measurement use in local governments. Public Administration Review, 65(2), 180-190.
    • (2005) Public Administration Review , vol.65 , Issue.2 , pp. 180-190
    • Melkers, J.1    Willoughby, K.2
  • 34
    • 15944406483 scopus 로고    scopus 로고
    • Goal-based learning and the future of performance management
    • Moynihan, D. (2005). Goal-based learning and the future of performance management. Public Administration Review, 65(2), 203-216.
    • (2005) Public Administration Review , vol.65 , Issue.2 , pp. 203-216
    • Moynihan, D.1
  • 35
    • 33645051471 scopus 로고    scopus 로고
    • Managing for results in state government: Evaluating a decade of reform
    • Moynihan, D. (2006). Managing for results in state government: Evaluating a decade of reform. Public Administration Review, 66(1), 78-90.
    • (2006) Public Administration Review , vol.66 , Issue.1 , pp. 78-90
    • Moynihan, D.1
  • 36
    • 77957731615 scopus 로고    scopus 로고
    • The big question for performance management: Why do managers use performance information?
    • Moynihan, D., & Pandey, S. (2010). The big question for performance management: Why do managers use performance information? Journal of Public Administration Research and Theory, 20(4), 849-866.
    • (2010) Journal of Public Administration Research and Theory , vol.20 , Issue.4 , pp. 849-866
    • Moynihan, D.1    Pandey, S.2
  • 37
    • 70449444979 scopus 로고    scopus 로고
    • How does program performance assessment affect program management in the federal government?
    • Newcomer, K. (2007). How does program performance assessment affect program management in the federal government? Public Performance & Management Review, 30(3): 332-350.
    • (2007) Public Performance & Management Review , vol.30 , Issue.3 , pp. 332-350
    • Newcomer, K.1
  • 42
    • 85076159175 scopus 로고    scopus 로고
    • The legacy of federal management change: PART repeats familiar problems
    • In F. Shea & T. Buss (Eds.), Armonk, NY: M.E. Sharpe
    • Radin, B. (2008). The legacy of federal management change: PART repeats familiar problems. In F. Shea & T. Buss (Eds.), Performance management and budgeting: How governments can learn from experience (pp. 114-134). Armonk, NY: M.E. Sharpe.
    • (2008) Performance Management and Budgeting: How Governments can Learn from Experience , pp. 114-134
    • Radin, B.1
  • 43
    • 33846113911 scopus 로고    scopus 로고
    • Reinventing administrative prescriptions: The case for democraticconstitutional impact statements and scorecards
    • Rosenbloom, D. (2007). Reinventing administrative prescriptions: The case for democraticconstitutional impact statements and scorecards. Public Administration Review, 67(1), 28-39.
    • (2007) Public Administration Review , vol.67 , Issue.1 , pp. 28-39
    • Rosenbloom, D.1
  • 44
    • 57849158241 scopus 로고    scopus 로고
    • The role of procedural justice in public personnel management: Empirical results from the Department of Defense
    • Rubin, E.V. (2009). The role of procedural justice in public personnel management: Empirical results from the Department of Defense. Journal of Public Administration Research and Theory, 19(1), 125-143.
    • (2009) Journal of Public Administration Research and Theory , vol.19 , Issue.1 , pp. 125-143
    • Rubin, E.V.1
  • 45
    • 84959939551 scopus 로고
    • On the unintended consequences of publishing performance data in the public sector
    • Smith, P. (1995). On the unintended consequences of publishing performance data in the public sector. International Journal of Public Administration, 18, 277-310.
    • (1995) International Journal of Public Administration , vol.18 , pp. 277-310
    • Smith, P.1
  • 46
    • 0000099268 scopus 로고
    • A review and meta-analysis of research on the relationship between behavioral intentions and employee turnover
    • Steel, R., & Ovalle, N. (1984). A review and meta-analysis of research on the relationship between behavioral intentions and employee turnover. Journal of Applied Psychology, 69(4), 673-686.
    • (1984) Journal of Applied Psychology , vol.69 , Issue.4 , pp. 673-686
    • Steel, R.1    Ovalle, N.2
  • 47
    • 85055411950 scopus 로고    scopus 로고
    • Contracting and the Performance Assessment Rating Tool: Politicization or sound management?
    • Terman, J., & Yang, K. (2010). Contracting and the Performance Assessment Rating Tool: Politicization or sound management? Public Administration Quarterly, 34(3), 400-433.
    • (2010) Public Administration Quarterly , vol.34 , Issue.3 , pp. 400-433
    • Terman, J.1    Yang, K.2
  • 48
    • 0008423555 scopus 로고    scopus 로고
    • Devising administration reform that works: The example of the reinvention lab program
    • Thompson, J. (1999). Devising administration reform that works: The example of the reinvention lab program. Public Administration Review, 59(4), 283-292.
    • (1999) Public Administration Review , vol.59 , Issue.4 , pp. 283-292
    • Thompson, J.1
  • 49
    • 0000796180 scopus 로고    scopus 로고
    • Reinvention as reform: Assessing the National Performance Review
    • Thompson, J. (2000). Reinvention as reform: Assessing the National Performance Review. Public Administration Review, 60(6), 508-521.
    • (2000) Public Administration Review , vol.60 , Issue.6 , pp. 508-521
    • Thompson, J.1
  • 51
    • 59449098209 scopus 로고    scopus 로고
    • U.S. Government Accountability Office GAO-03-488
    • U.S. Government Accountability Office. (2003). Results-oriented cultures. GAO-03-488.
    • (2003) Results-Oriented Cultures
  • 55
    • 1542660846 scopus 로고    scopus 로고
    • U.S. Office of Managment and Budget Washington, DC
    • U.S. Office of Managment and Budget. (2002). The president's management agenda. Washington, DC.
    • (2002) The President'S Management Agenda
  • 57
    • 34548855265 scopus 로고    scopus 로고
    • Making results count in public and nonprofit organizations
    • In K. Newcomer, E. Jennings, C. Broom, & A. Lomax (Eds.), Washington, DC: American Society for Public Administration
    • Wholey, J. (2002). Making results count in public and nonprofit organizations. In K. Newcomer, E. Jennings, C. Broom, & A. Lomax (Eds.), Meeting the challenges of performance-oriented government (pp. 13-35). Washington, DC: American Society for Public Administration.
    • (2002) Meeting the Challenges of Performance-Oriented Government , pp. 13-35
    • Wholey, J.1
  • 58
    • 57849162408 scopus 로고    scopus 로고
    • Examining perceived honest performance reporting by public organizations: Bureaucratic politics and organizational practice
    • Yang, K. (2009). Examining perceived honest performance reporting by public organizations: Bureaucratic politics and organizational practice. Journal of Public Administration Research and Theory, 19(1), 81-105.
    • (2009) Journal of Public Administration Research and Theory , vol.19 , Issue.1 , pp. 81-105
    • Yang, K.1
  • 59
    • 34548829109 scopus 로고    scopus 로고
    • Managerial effectiveness of government performance measurement: Testing a middle range model
    • Yang, K., & Hsieh, J. (2007). Managerial effectiveness of government performance measurement: Testing a middle range model. Public Administration Review, 67(5), 861-879.
    • (2007) Public Administration Review , vol.67 , Issue.5 , pp. 861-879
    • Yang, K.1    Hsieh, J.2
  • 60
    • 77950547468 scopus 로고    scopus 로고
    • Linking management reform with employee job satisfaction: Evidence from federal agencies
    • Yang, K., & Kassekert, A. (2010). Linking management reform with employee job satisfaction: Evidence from federal agencies. Journal of Public Administration Research and Theory, 20(2), 413-436.
    • (2010) Journal of Public Administration Research and Theory , vol.20 , Issue.2 , pp. 413-436
    • Yang, K.1    Kassekert, A.2
  • 61
    • 65249163292 scopus 로고    scopus 로고
    • How do perceived political environment and administrative reform affect employee commitment?
    • Yang, K., & Pandey, S. (2009). How do perceived political environment and administrative reform affect employee commitment? Journal of Public Administration Research and Theory, 19(2), 335-360.
    • (2009) Journal of Public Administration Research and Theory , vol.19 , Issue.2 , pp. 335-360
    • Yang, K.1    Pandey, S.2


* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.