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 23: Creating and Sustaining a Results-Oriented Performance Management Framework

Creating and Sustaining a Results-Oriented Performance Management Framework

Creating and sustaining a results-oriemted performance management framework
John M.KamenskyJayFountain

The preceding chapters provide a good grounding in the practices of performance management used in many countries and at many governmental levels within these countries: program, agency, city, state, nation, and nonprofits. The chapters also provide useful “how-to” suggestions, such as how to format performance information to be easily understood when reporting to the public and how to ensure the quality and credibility of the information. Chapter 3, by Hughes, sets the context for this chapter, which attempts to “pull it all together.” He notes that there is a profound difference between administration and management: “An administrator serves, obeys, and follows instructions; a manager takes charge and gets results.” ...

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