Performance management in the public sector: Fact or fiction?

International Journal of Productivity and Performance Management

Volumn 53, Issue 3, 2004, Pages 245-260

  Radnor, Zoe ^a   McGuire, Mary ^b  

^a UNIVERSITY OF WARWICK   (United Kingdom)

^b Anite Public Sector   (United Kingdom)

Author keywords

Balanced scorecard; Central government; Health services sector; Incentive schemes; Performance management systems; Public sector organizations

Indexed keywords

EID: 84986131307     PISSN: 17410401     EISSN: None     Source Type: Journal    
DOI: 10.1108/17410400410523783     Document Type: Article

References (28)

1. Audit Commission (1999), Performance Measurement as a Tool for Modernising Government, Audit Commission, London.
2. Clarke, L. (1994), The Essence of Change, Prentice-Hall International, Englewood Cliffs, NJ.
3. Claytonsmith, P. (2003), “Local government performance – two years on”, Management Services, Vol. 47, pp. 20-1.
4. Department of Health (2001), Shifting the Balance of Power within the NHS: Securing Delivery, Department of Health, London.
5. de Waal, A.A. (2002), The Quest for Balance, Wiley & Sons, New York, NY.
6. Hernandez, D. (2002), “Local government performance measurement”, Public Management, Vol. 84, pp. 10-11.
7. Hussey, R. and Hussey, J. (1997), Business Research: A practical Guide for Undergraduate and Postgraduate Students, Macmillan Press, Basingstoke.
8. Johnsen, A. (2000), “Performance measurement: past, present and future”, paper presented at the Performance Measurement Association Conference, Centre of Business Performance, Cambridge.
9. Kaplan, R. and Norton, D. (1992), “The balanced scorecard – measures that drive performance”, Harvard Business Review, January/February, pp. 71-9.
10. Kaplan, R. and Norton, D. (1993), “Putting the balanced scorecard to work”, Harvard Business Review, September/October, pp. 134-43.
11. Kaplan, R. and Norton, D. (1996), “Using the balanced scorecard as a strategic management system”, Harvard Business Review, January/February, pp. 75-85.
12. Kaplan, R.S. and Norton, D.P. (2000), “Having trouble with your strategy: then map it”, Harvard Business Review, September/October, pp. 167-76.
13. Leavitt, H.J. (1965), “Applied organizational change in industry”, in March, J.G. (Ed.), Handbook of Organizations, Rand McNally, Chicago, IL.
14. Lebas, M.J. (1995), “Performance measurement and performance management”, International Journal of Production Economics, Vol. 41 No. 1, pp. 23-35.
15. Makinson, J. (2000), Incentives for Change: Rewarding Performance in National Government Networks, HM Treasury, London.
16. Moriarty, P. and Kennedy, D. (2002), “Performance measurement in public sector services: problems and potential”, paper presented at the Performance Management Association Conference, Centre of Business Performance, Boston, MA.
17. Neely, A. (1998), “Measurement business performance – why, what and how”, The Economist, London.
18. Neely, A. and Bourne, M. (2000), “Why measurement initiatives fail”, Measuring Business Excellence, Vol. 4 No. 4, pp. 3-6.
19. Pettigrew, A.M. and Whipp, R. (1991), Managing Change for Competitive Success, Blackwell, Oxford.
20. Pollitt, C. (1986), “Beyond the managerial model: the case for broadening performance assessment in government and the public services”, Financial Accountability and Management, Vol. 2 No. 3, pp. 155-70.
21. Public Services Productivity Panel (2000), Public Services Productivity: Meeting the Challenge, HM Treasury, London.
22. Radnor, Z. (1999), Lean Working Practices: The Effect on the Organisation, Manchester School of Management, UMIST, Manchester.
23. Radnor, Z.J. and Lovell, B. (2003), “Success factors for implementation of the balanced scorecard in a NHS multi-agency setting”, International Journal of Health Care Quality Assurance, Vol. 16 No. 2, pp. 99-108.
24. Remenyi, D., Williams, B., Money, A. and Swartz, E. (1998), Doing Research in Business and Management, Sage, London.
25. Secretary of State for Health (1997), The New NHS: Modern – Dependable, The Stationery Office, London.
26. Simons, R. (2000), Performance Measurement and Control Systems for Implementing Strategy: Text and Cases, Prentice-Hall, Englewood Cliffs, NJ.
27. Slack, N. and Lewis, M. (2002), Operations Strategy, Pearson Education, Harlow.
28. Wilcox, M. and Bourne, M. (2002), “Performance measurement and management: research and action”, paper presented at the Performance Management Association Conference, Centre for Business Performance, Boston, MA.