Article1993

Performance indicators: 20 early lessons from managerial use

73 citations0/0 files storedPublic Money & Management

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Public Policy and Administration Research Accounting and Organizational Management Evaluation and Performance Assessment

Abstract

Performance indicators are a valuable managerial tool if properly used; if not, managerial time and cash resources could be wasted, and, more seriously, managerial action could be distorted. This article provides 20 valuable lessons in the use of performance indicators. They are the result of a three‐year research project involving discussions and written feedback from 500 middle‐ and senior‐grade public service managers using performance indicators.

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References

1991A PUBLIC MANAGEMENT FOR ALL SEASONS?2012Public Money & Management 1992CHANGE IN THE MANAGEMENT OF PUBLIC SERVICES 1992How Organisations Measure Success: The Use of Performance Indicators in Government 1988Improving public management 1986BEYOND THE MANAGERIAL MODEL: THE CASE FOR BROADENING PERFORMANCE ASSESSMENT IN GOVERNMENT AND THE PUBLIC SERVICES 1988Bringing Consumers into Performance Measurement: concepts, consequences and constraints 1989Performance Indicators: ‘backseat driving’ or ‘hands off’ control?

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2004Performance reporting: a comparative study of British and Irish charities 2001Managing Public Expenditure 2005Setting Public Service Outcome Targets: Lessons from Local Public Service Agreements 2000A study of the coordination of mission, objectives and targets in U.K. executive agencies 2012The life-cycle approach to performance management: Implications for public management and evaluation 2008Performance Measurement in Planning—Towards a Holistic View 2006A PLEA FOR DIALOGUE DRIVEN PERFORMANCE‐BASED MANAGEMENT SYSTEMS: EVIDENCE FROM THE DUTCH PUBLIC SECTOR 2013A meta-review of public sector performance management research

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