Description
Book SynopsisEfficiency, Innovation, Results, and Accountability - These, advocates claim, are the fruits of performance management. In recent decades government organizations have eagerly embraced the performance model - but the rush to reform has not delivered as promised. Drawing on research from state and federal levels, Moynihan illustrates how governments have emphasized some aspects of performance management - such as building measurement systems to acquire more performance data - but have neglected wider organizational change that would facilitate the use of such information.In his analysis of why and how governments in the United States have made the move to performance systems, Moynihan identifies agency leadership, culture, and resources as keys to better implementation, goal-based learning, and improved outcomes. How do governments use the performance information generated under performance systems? Moynihan develops a model of interactive dialogue to highlight how performance data, which promised to optimize decision making and policy change for the public's benefit, has often been used selectively to serve the interests of particular agencies and individuals, undermining attempts at interagency problem solving and reform. A valuable resource for public administration scholars and administrators, "The Dynamics of Performance Management" offers fresh insight into how government organizations can better achieve their public service goals.
Trade ReviewA wonderfully written text ... The strengths of Moynihan's book include the variety of performance management reforms that he investigates, the multiple methodologies that he employs to examine these reforms, and, most importantly, the prescriptions that he provides for the consideration and use of performance information going forward. Public Administration Review The implementation focus of this study provides a fresh perspective on performance management ... Moynihan has written an important book that reveals the potential of performance management in ways unanticipated by the doctrine. Journal of Public Administration Research and Theory
Table of ContentsIntroduction 1. An Era of Governance by Performance Management 2. Performance Management as Doctrine 3. The Partial Adoption of Performance Management Reforms in State Government 4. Explaining the Partial Adoption of Performance Management Reforms 5. Explaining the Implementation of Performance Management Reforms 6. The Interactive Dialogue Model of Performance Information Use 7. Performance Management under George W. Bush 8. PART and the Interactive Dialogue Model 9. Dialogue Routines and Learning Forums 10. Rethinking Performance Management Appendix A: Interview Protocol for State Interviews Appendix B: State Backgrounds-Political Culture, Budgeting Practices, Performance Management History and Corrections Policies Appendix C: Program Assessment Rating Tool Bibligraphy Index
