Managing Performance in the Public SectorTopical and taking a bold stance in the contentious debate surrounding performance in the public sector, this new edition shows readers how performance thinking has a substantial impact on the management of public organizations. Thoroughly revised and updated, this highly successful text, written by an experienced academic and practitioner is packed full with a wealth of new features. These include:
An informed and up-to-date analysis of this subject, this is an essential text for all those studying, both at undergraduate and postgraduate level, performance management in the public sector. |
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achieved activities agreements allowing applies appraisal arguments ation authority become behaviour beneficial boundary spanner budget cause Chapter complex comprehensive concerned conclusion consequences course court creates critical deal decision defined depends develop difficult direct director discussion dynamic educational example existing figures first force forums functions give given goals Government hand important improve incentive increase innovation interaction interests internal justice lead learning less limited management and professionals managerial mance meaning mechanism ment multiple offers organiz organization’s outcome output particular parties performance indicators performance measurement perspective perverse effects picture play police poor positive possible present principle problems process measurement product definitions product measurement public organizations question reality reason relation requires result reward risk role rule sanctions shows standards steering strategic strong system of performance throughput tolerance trust unit values variety various