Performance Information in Human Service Organizations: Quality and Usefulness

Abstract

Like so many other public organizations, human service organizations are subject to performance management. This makes the production of performance information mandatory and time consuming. In order for performance information to offer a valid contribution to the operation of human service organizations, it must be of good quality and useful—otherwise it risks merely being a waste of time. The article investigates the quality and usefulness of performance information as seen from the perspective of managers and administrative staff. The empirical data consists of qualitative interviews with managers and administrative staff in disability offices in nine different municipalities in Denmark.

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