Handbook on performance management in the public sector / edited by Deborah Blackman.

Format:

Book

Contributor:

Edward Elgar Publishing, publisher.

Blackman, Deborah, editor.

Series:

Elgar handbooks in public administration and management.

Elgar handbooks in public administration and management

Language:

English

Subjects (All):

Performance--Management.

Performance.

Physical Description:

1 online resource (352 pages).

Place of Publication:

Cheltenham, England ; Northampton, Massachusetts : Edward Elgar Publishing, [2021]

Summary:

"This timely Handbook examines performance management research specific to the public sector and its contexts, and provides suggestions for future developments in the field. It demonstrates the need for performance management to be reconceptualized as a core component of business both within and across organizations, and how it must be embedded in both strategic decision-making and as a day-to-day leadership and management practice in order to be effective. Addressing multiple levels of analysis, the Handbook shows how performance management can enable high performance if governance, systems, organization and individual components are aligned. Written by an international team of both academics and practitioners, chapters offer insights into why changes in practice need to occur, how to make such changes possible, and what these changes require from a practical standpoint. The Handbook also highlights current limitations in public sector performance management and suggests new initiatives for performance management frameworks. Scholars of public policy in human resources, administration and management looking for exemplary current research in these fields will find this Handbook invaluable. It will also be of interest to public administration and human resources practitioners looking to develop new practice and create new ways of thinking and behaving in the aftermath of global upheaval"-- Provided by publisher.

Contents:

Contents: 1. Reinventing performance management in the public sector / Jane Gunn, Kristy Zwickert and Kathy Hilyard

Part I: Governance and systems: Why public sector performance research approaches are changing

2. Not my problem: The impact of siloed performance management on policy design and implementation / Sue Olney

3. Applying behavioural science to performance management / Donald Moynihan

4. Performance measures for governance systems / Sharron O'Neill and Jim Rooney

5. How can public service performance management be understood at a systems level? / Karen Gardner

6. Causes of gaming in performance management / Jeannette Taylor

7. A test of wills? Exploring synecdoche and gaming in the national literacy and numeracy performance monitoring regime / Joseph Drew and Janine O'Flynn

8. Managing the complexity of outcomes: A new approach to performance measurement and management / Max French, Toby Lowe, Rob Wilson, Mary-Lee Rhodes and Melissa Hawkins

Part II: Organizations and employees: Performance management and capability development - the agenda of the future?

9. Prospects for more informal and continuous performance conversations in the australian public service / Michael O'Donnell

10. The changing nature of work: Time to return to performance fundamentals? / Helen Dickinson and Janine O'Flynn

11. Assessing organization performance in public sector systems: Lessons from Canada's maf and new zealand's pif / Barbara Allen, Evert Lindquist and Elizabeth Eppel

12. Making performance management work in developing countries through system integration: The perspective from Ghana / Frank Louis Kwaku Ohemeng

13. The high performance government organization: A different approach to effective improvement / André de Waal and Paul Jan Linker

14. Performance management and common purpose: Rethinking solutions to inter-organizational working / Fiona Buick

15. Who is accountable for capability development? / Samantha Johnson

16. Modern employee performance management in the u.s. Federal government / Rebecca S. Ayers

17. Using performance management to drive employee engagement in the public sector / Edward M. Mone and Manuel London

18. Designing performance management to be an ethical tool / Deborah Blackman, Fiona Buick and Michael O'Donnell

19. Conclusion to the handbook on performance management in the public sector / Deborah Blackman, Fiona Buick, Karen Gardner, Miriam Glennie, Samantha Johnson, Michael O'Donnell and Sue Olney

Index.

Notes:

Includes index.

Description based on print version record.

ISBN:

1-78990-120-0

OCLC:

1255237647