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 8: Analyzing Performance Data
Analyzing Performance Data
Many governments measure performance. Some attempt to do so comprehensively, while others focus on major departments or key functions. Some rely primarily on output measures that report how much service is being provided, while others include measures that gauge outcomes and efficiency. These measures can serve two complementary purposes, if designed and managed properly: accountability and performance improvement. Too often, government agencies focus only on the former while overlooking the value of performance measures for the latter.
Typically, governments that measure performance hope, somewhat vaguely, that these measures will provide feedback to departmental officials that will be valuable to them as they attempt to manage their programs. Most of these governments are less vague about their intentions to report at ...