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Journal cover: International Journal of Public Sector Management

International Journal of Public Sector Management

ISSN: 0951-3558

Online from: 1988

Subject Area: Industry and Public Sector Management

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Performance management in the public sector


Document Information:
Title:Performance management in the public sector
Author(s):Karen Fryer, (Caledonian Business School, Glasgow Caledonian University, Glasgow, UK), Jiju Antony, (Department of DMEM, Strathclyde Institute for Operations Management, University of Strathclyde, Glasgow, UK), Susan Ogden, (Caledonian Business School, Glasgow Caledonian University, Glasgow, UK)
Citation:Karen Fryer, Jiju Antony, Susan Ogden, (2009) "Performance management in the public sector", International Journal of Public Sector Management, Vol. 22 Iss: 6, pp.478 - 498
Keywords:Change management, Performance management, Performance measurement (quality), Public sector organizations
Article type:Literature review
DOI:10.1108/09513550910982850 (Permanent URL)
Publisher:Emerald Group Publishing Limited
Abstract:

Purpose – The purpose of the paper is to assess the state of performance management within the public sector and suggest areas for further research.

Design – This is a theoretical paper based on a literature review.

Findings – The expected improvements in performance, accountability, transparency, quality of service and value for money have not yet materialised in the public sector. There are three classes of problems with performance management in the public sector – technical, systems and involvement. Externally imposed restructurings and reorganisations restrict the successful implementation of performance management.

Research limitations/implications – The paper is theoretical, and empirical research to test the results is required.

Practical implications – The findings can be used to enhance performance management systems within both the public and private sectors.

Originality/value – The paper provides an overview of the state of performance management and measurement within public sector organisations and explains the possible unwelcome effects of performance management. It divides the problems into three categories and offers suggestions for improvement.



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