Summary:

Performance thinking has a substantial impact on the management of public organizations, as governments around the world use performance measurement to evaluate their products and services. But as indicators of success, how effective are these systems? And how do these measuring tools impact on our society? Managing Performance in the Public Sector deals with these questions and offers an important critique of these evaluation systems. In an analysis of the pros, cons, risks and limitations of these systems, the author argues that instead of maximizing performance benefits, they often just create bureaucracy, stem innovation and damage professionalism. Taking a bold stance in a contentious debate, this book presents several strategies for turning performance measurement into a useful instrument that can benefit both managers and professionals. An informed analysis of the arena, this is an essential text for anyone studying performance management in the public sector.