Includes index. Dooren, W. V., Bouckaert, G., & Halligan, J. (2015). Performance management in the public sector (2nd ed.). London: Routledge.

Introduction -- Defining the concepts -- The history of performance management -- Performance measurement -- Incorporation of performance information -- The use of performance information -- Users -- Non-use -- The effects of using performance information -- The future of performance management

In times of rising expectations and decreasing resources for the public sector, performance management is high on the agenda. Increasingly, the value of performance management systems themselves is under scrutiny, with more attention being paid to the effectiveness of performance management in practice. This new edition of Performance Management in the Public Sector: * situates performance in some of the current public management debates, including some emerging discussions on the new public governance and neo-Weberanism; * discusses the many definitions of performance and how it has become one of the most contested agendas of public management; * examines the use as well as the non-use of performance information; * conveys a nuanced discussion of the perverse effects of using performance indicators; * discusses the technicalities of performance measurement in a five-step process: prioritizing measurement, indicator development, data collection, analysis and reporting; and * explores the challenges and future directions of performance management. - From the Book