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.

Can Performance Measurement Support Program Performance Improvement and Accountability?

Can Performance Measurement Support Program Performance Improvement and Accountability?

Can performance measurement support program performance improvement and accountability?
Patria deLancer Julnes

Part II in this volume deals with the use of performance measurement information for improving program performance and supporting accountability. Performance measurement, the ongoing production of information about an organization's performance with regard to services or programs, has been touted as an important component of management. The importance of performance measurement hinges on the potential for the information that it provides to be used to guide decision making regarding program management and to promote accountability. In what follows, we discuss the major debates surrounding these claims.

Specifically, we analyze the debates regarding the expectation of instrumental use of performance measurement information and its purported contributions to performance ...

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