The International Handbook of Practice-Based Performance Management presents the latest scholarship in performance measurement strategies in the field of evaluation. This important resource combines cutting-edge theory and practice of performance management in the United States and abroad. The book includes contributions from internationally known scholars and practitioners who present chapters that introduce the literature on key topics and provide clear guidance on practical skill building. Key Features: Offers an international perspective: Though most of the chapters deal with performance measurement in the United States, the text represents the most notable examples of performance measurement in Canada, Latin America, Asia, Oceania, and Europe. Integrates theory and practice: The book’s unique structure links literature-based conceptual knowledge with the lessons from practice and specific applied skills. Puts theoretical discussions into context: Case examples and lessons learned connect concepts to the real world while discussion questions allow for further deliberation. Intended AudienceAn excellent addition to any academic library, this resource is ideal for practitioners, academics, and researchers in public administration, non-profit organizations, management, public policy, health care services administration, and health care planning and policy. It can also be used as a text for graduate courses such as Performance Management, Management Reforms, International Performance Management, and Performance Improvement in Public Administration.
Chapter 20: Quality and Performance Management: Toward a Better Integration?
Quality and Performance Management: Toward a Better Integration?
In the last decades, quality management and performance management have spread widely in public sectors around the world. Notwithstanding their simultaneous development, the two movements are often detached both in their theoretical development and in their practical application. This chapter demonstrates how quality management and performance management are disconnected and how a better integration can be attained. We also discuss some next steps in the development of quality models and performance management. In particular, we ask how performance management and quality management should adapt in order to deal with supraorganizational reality, such as multiorganizational collaborative networks within and across policy sectors. The rephrasing of performance management and quality management ...