Imagined promises versus real challenges to public performance management

Abstract

Purpose This paper aims to alert and to sensitize managers and those charged with oversight responsibility about the possible follies of relying too much on performance measurement as a management tool Design/methodology/approach The study is based on review and analysis of published documents and data. Findings Current pressure to increase transparency and accountability, on the one hand, and complementary burdens to demonstrate the efficiency and effectiveness, on the other, in order to justify future allocation of resources make the use of performance measurement very attractive. However, these forces are not enough to ensure proper use and prevention of certain pathologies. Social implications Failing to understand the possible follies of over‐relaying on performance measurements may be dysfunctional when it comes to service of the public's best interest. Originality/value The value of this paper has to do with its double goal. First, the education of potential users of performance measurement about its potential weaknesses. Second, the prevention of overuse of performance measurements, as a staff function and overhead cost at the expense of line operations.

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