The public productivity and performance handbook / edited by Marc Holzer and Andrew Ballard.

Format:

• Book

Contributor:

• Holzer, Marc, editor.
• Ballard, Andrew, editor.

Series:

• Public administration and public policy.
• Public administration and public policy

Language:

English

Subjects (All):

• Government productivity--Handbooks, manuals, etc.

Physical Description:

1 online resource (553 pages).

Edition:

Third edition.

Place of Publication:

New York, New York ; London : Routledge, [2022]

Summary:

"A productive society is dependent upon high-performing government. This Public Performance and Productivity Handbook, Third Edition includes chapters from leading scholars, consultants, and practitioners to explore all of the core elements of improvement. Completely revised and focused on best practice, the handbook comprehensively explores managing for high performance, measurement and analysis, costs and finances, human resources, and cutting-edge organizational tools. Its coverage of new and systematic management approaches and well-defined measurement systems provides guidance for organizations of all sizes to improve productivity and performance. The contributors discuss such topics as accountability, organizational effectiveness after budget cuts, the complementary roles of human capital and 'big data,' and how to teach performance management in the classroom and in public organizations. The Public Performance and Productivity Handbook, Third Edition is required reading for all public administration practitioners, as well as for students and scholars interested in the state of the public performance and productivity field"-- Provided by publisher.

Contents:

• Cover
• Half Title
• Series Page
• Title Page
• Copyright Page
• Table of Contents
• List of Figures
• List of Tables
• Acknowledgments
• List of Contributors
• Introduction
• SECTION I: What Works, What Does Not, What to Avoid
• 1 Three Parallel Movements to Improve Government Decision-Making: Performance, Evidence, and Behavioral Public Administration
• 2 Approaches to Improving Performance in Government: Making Sense of Where We've Been and What's Next
• 3 Public Performance: Some Reflections and Lessons Learned
• 4 How to Judge the Quality of a Government Performance Management System
• 5 Launching and Sustaining a Performance Management System: Some Suggestions
• 6 Performance Management: Back to Basics
• 7 Winning Hearts and Minds for Performance Management
• 8 Why Strategic Initiatives Fail-Lessons from a Practitioner
• 9 Performance-Informed Management: Lessons Learned
• 10 Learning from Performance Improvement: The New Zealand Experience and Insights on How a Performance System Survives
• SECTION II: Managing for High Performance
• 11 Sustaining Performance in the Public Sector: The Role of Managers
• 12 Management Things We Never Tell
• 13 Linking Strategic Planning and Performance Management in Government Agencies and Impacts on Organizational Performance
• 14 Accountability: What Does It Mean, Constructively Managing It, and Avoiding the Blame and Claim Game
• 15 A Shotgun Marriage? Performance Management in the Hybridized Government
• SECTION III: Measurement and Analysis to Guide Performance Programs
• 16 Evaluation Guide for Public Service Program Managers
• 17 Evidence-Based Practice and Performance: You Can't Always Get What You Want, but Sometimes You Get What You Need
• 18 Data Science Contributions to Performance Management.
• 19 The Psychology of Information: Pitfalls and Potential in the Use of Performance Data
• SECTION IV: Financing Performance
• 20 Allocation Tools, Productivity, and Performance
• 21 Organizational Effectiveness after Budget Cuts: Disentangling the Effects of Performance Measurement and Performance Management
• 22 Performance Budgeting: Linking Administrative Strategies to Budgetary Outcomes
• 23 Best-Practice Cases on Performance Budgeting in German and Dutch Local Government
• 24 Sector-Specific Financial Indicators for Improved Productivity and Performance
• SECTION V: Managing Human Resources for Peak Performance
• 25 Harnessing Human Capital for Peak Performance: How Emotion Work Strengthens the Citizen-State Encounter
• 26 The Effects of Pay, Education, Training, and Working Hours on Public Sector Performance
• SECTION VI: Applying Twenty-first Century Organizational Tools
• 27 Innovation, Emerging Tech and Performance Improvement
• 28 Public-Private Partnerships: Promises, Productivity and Performance Lessons from Infrastructure Technologies
• 29 Applying Competencies: State Capability Enhancement Project (SCEP)
• SECTION VII: Accessing and Adapting Best Practices
• 30 Benchmarking for Performance Improvement
• 31 Best Practices: Adapting Award-Winning Performance Innovations
• 32 Teaching Performance
• Index.

Notes:

• Includes bibliographical references.
• Description based on print version record.

ISBN:

• 1-00-317885-5
• 1-003-17885-5
• 1-000-40219-3