Performance measurement and management in public sector organizations

Abstract

This chapter explores the evolution of performance measurement and management in the public sector, including the key concepts in both performance measurement and performance management. It shows how performance measurement and management in the public sector now attempt to cover a wide range of concepts, from inputs through outputs to outcomes and trust, and addressing issues of economy, efficiency, cost-effectiveness, and quality. The uses range from learning, to steering and control, and accountability – but it is only useful if it is perceived as having improved policy or management. Clearly, performance data must be reliable and should cover the dimensions of performance that really matter. The chapter then considers some traps and lessons learned in performance management. It concludes that performance governance is probably especially necessary in turbulent and crisis-ridden environments where user and community co-production will be indispensable to the delivery of services.

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