Format:
Online-Ressource (334 p.)
Edition:
Online-Ausg. 2011 Electronic reproduction; Available via World Wide Web
ISBN:
9781107004658
Content:
Shows how the principles, uses and practice of performance measurement differ from those in for-profit organisations
Note:
Description based upon print version of record
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Cover; Measuring the Performance of Public Services; Title; Copyright; Dedication; Contents; Figures; Tables; Preface; Part I: Principles of performance measurement; 1: Measuring public sector performance; Introduction; Different views of public management and administration; The classical civil service; The New Public Management; The creation of public value; A place for performance measurement, whichever way the wind blows?; A very simplified view of measurement in public services; Input:output transformation processes; A simple view of performance measurement
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A soft systems view of the process transformation modelPerformance measures: the Es; Bringing this all together; 2: Why measure, what to measure and what can go wrong; Introduction; Why measure the performance of public services?; Bringing order to an expanding universe; Performance measurement systems; Measurement 101; Types of measurement scale; Use of measurement scales; Some general principles for performance indicators; Performance indicators indicate; Simple versus complex indicators; FABRIC; A more technical view; Things that can go wrong; Bringing this all together
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Part II: Different uses for performance measurement3: Measurement for improvementand planning; Planning; A three level view of planning; Performance measurement and planning; Balanced scorecards, performance measurement and planning; A systems view of planning; Policy analysis; Principles of continuous improvement; Modelling in planning and improvement; External and explicit; Simplification and approximation; Fitness for purpose; Bringing this all together; 4: Measurement for monitoring and control: performance management; Introduction; The cybernetic control metaphor; Wilson on bureaucracy
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Hofstede's critical view of the cybernetic metaphorLinking organisation type to approaches to control; The importance of ambiguity and uncertainty; Organisation culture and control; (a) Grid-group typology; (b) Clans, bureaucracies and markets; Targets; (a) Do targets work?; (b) What makes a good target?; Bringing this all together; 5: Measurement for comparison; Introduction; Different views of measurement for comparison; Self-managed performance comparison; Centrally introduced performance comparison; Self organised comparison: benchmarking; Organisational learning
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Benchmarking as a formal processPublic sector benchmarking; Centrally organised performance comparison; Using rates and ratios for performance comparison; Data envelopment analysis: an overview; Bringing this all together; 6: Measurement for accountability; Introduction; Public interest and engagement; Virtualism; Presenting performance data for public consumption; Lessons from consumer bodies; Some examples; The Fraser Institute on report cards on Canadian schools; The Fraser Institute hospital report cards; Designing reports for public consumption; The use of published performance data
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US healthcare: purchasers and consumers
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Electronic reproduction; Available via World Wide Web
Additional Edition:
ISBN 9781139220774
Additional Edition:
ISBN 9781107004658
Additional Edition:
Erscheint auch als Druck-Ausgabe Measuring the Performance of Public Services : Principles and Practice
Language:
English
Keywords:
Electronic books
