Making Performance Measurement Relevant? Administrators’ Attitudes and Structural Orientations

Abstract

To make performance measurement (PEM) more relevant, researchers have proposed such solutions as citizen-driven PEM, linking PEM with political accountability, using PEM to facilitate double-loop policy learning, and measuring fairness. But will public administrators be receptive to the ideas? How do organizational contexts affect their attitudes? Based on survey data, this study finds a majority of the respondents are positive about citizen-driven PEM and measuring fairness, but skeptical about using PEM results for external accountability or double-loop policy learning. The impacts of procedural orientation, market orientation, and network orientation are examined.

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