Article1996

The manager, the citizen, the politician and performance measures

50 citations0/0 files storedPublic Money & Management

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Public Policy and Administration Research Accounting and Organizational Management Public Administration in Developing Nations

Abstract

Failure to address implementation issues is a key reason for the failure of organizational strategy. Drawing upon research in a wide range of public service organizations, this article argues that top‐down implementation of performance measurement systems has led to middle‐manager disenchantment and does not meet user needs.

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References

1977Institutionalized Organizations: Formal Structure as Myth and Ceremony 1994The Management of Innovation 1985Of strategies, deliberate and emergent 2007The Nonprofit sector: a research handbook 1989Choosing Strategies for Change 1991The Organization of Hypocrisy: Talk, Decisions and Actions in Organizations 1991The Organization of Hypocrisy: Talk, Decisions, and Actions in Organizations.1986Strategy implementation versus middle management self‐interest

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2006Utilizing performance measurement to modernize the Greek public sector 2016Commonalities and Differences in Public and Private Sector Performance Management Practices: A Literature Review 1998Beyond performance measurement? Assessing ‘value’ in local government 2010Understanding the changing role of public sector performance measurement in less developed countries 2017Performance management and job-goal alignment 2015Advancing performance measurement

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