Performance Management

Abstract

Public performance management has not been widely implemented in the United States despite the burgeoning research literature on the topic. This article cites selected research findings to illustrate the relatively limited usage of performance information by federal, state, and local governments, a situation substantiated by findings (as interpreted in the article) from three recently published monographs and by the direct observations of their authors. A summary and critique of these books is supplemented by questions about comparative analysis in public performance management research, the relationship of performance management to labor relations policy, and the actual utility of research for practitioners. A more narrowly prescribed approach to public performance management in keeping with the principal conclusions of the reviewed books is recommended.

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