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 9: Making Performance Measurement Relevant: Informing and Involving Stakeholders in Performance Measurement

Making Performance Measurement Relevant: Informing and Involving Stakeholders in Performance Measurement

Making performance measurement relevant: Informing and involving stakeholders in performance measurement
KaifengYang

An important question in performance measurement is how to make the practice relevant to democratic governance, public management, and government performance. Otherwise, it is questionable as to why performance measurement deserves valuable public resources and managerial attention. Indeed, performance measurement could be manipulated or misused and depart from its original purposes or intentions (Kelly, 2002; Smith, 1995). Some critics fear that performance measurement may repeat past reforms, such as the Planning, Programming, and Budgeting System (PPBS), and add burdens to administrators who are already littered with data systems and reports that are rarely used for decision making (Radin, 1998). To prevent performance measurement from ...

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