Article2005

A Framework for Assessing Incentives in Results‐Based Management

100 citations0/0 files storedPublic Administration Review

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

Abstract

Many governmental results‐based management systems have not produced the expected positive effects. This article analyzes the reasons for this common disappointment by looking at three components of results‐based management—results‐specific information, capacities, and incentives—and concludes that incentives are often the least developed. It then synthesizes a simple framework for evaluating the efficacy of results‐oriented incentives. To be successful, results‐specific incentives must be tailored to fit four program characteristics: timeliness, political environment, clarity of the cause‐and‐effect chain, and tightness of focus. This framework suggests that some systems put too exclusive an emphasis on budgetary incentives and could be strengthened by emphasizing personnel‐system rewards, especially those that look beyond business models.

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References

1992Understanding and Managing Public Organizations 1975On the Folly of Rewarding A, While Hoping for B.1997Public-Service Motivation: Building Empirical Evidence of Incidence and Effect 2002Participative Management and Job Satisfaction: Lessons for Management Leadership 2012Managing For Results 2001Public Service Motivation and Job Performance 2003Measuring Performance in Public and Nonprofit Organizations 2003Job Satisfaction In The Public Sector

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