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The dynamics of performance management : constructing information and reform /
Efficiency. Innovation. Results. Accountability. These, advocates claim, are the fruits of performance management. In recent decades government organizations have eagerly embraced the performance modelùbut the rush to reform has not delivered as promised. Drawing on research from state and federal...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Washington, D.C. :
Georgetown University Press,
2008.
|
| Colección: | Public management and change.
|
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Moynihan, Donald P. | |
| 245 | 1 | 4 | |a The dynamics of performance management : |b constructing information and reform / |c Donald P. Moynihan. |
| 260 | |a Washington, D.C. : |b Georgetown University Press, |c 2008. | ||
| 300 | |a 1 online resource (xiii, 250 pages) : |b illustrations | ||
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| 490 | 1 | |a Public management and change | |
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a An era of governance by performance management -- Performance management as doctrine -- The partial adoption of performance management reforms in state governments -- Explaining the partial adoption of performance management reforms -- Explaining the implementation of performance management reforms -- The interactive dialogue model of performance information use -- Performance management under George W. Bush -- PART and the interactive dialogue model -- Dialogue routines and learning forums -- Rethinking performance management. | |
| 588 | 0 | |a Print version record. | |
| 520 | |a Efficiency. Innovation. Results. Accountability. These, advocates claim, are the fruits of performance management. In recent decades government organizations have eagerly embraced the performance modelùbut the rush to reform has not delivered as promised. Drawing on research from state and federal levels, Moynihan illustrates how governments have emphasized some aspects of performance managementùsuch as building measurement systems to acquire more performance dataùbut have neglected wider organizational change that would facilitate the use of such information. In his analysis of why and how go. | ||
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| 650 | 0 | |a Performance |x Management. | |
| 650 | 0 | |a Organizational effectiveness. | |
| 650 | 0 | |a Administrative agencies |z United States |x Management. | |
| 650 | 0 | |a Performance technology |x Management. | |
| 650 | 6 | |a Rendement au travail |x Gestion. | |
| 650 | 6 | |a Efficacité organisationnelle. | |
| 650 | 7 | |a POLITICAL SCIENCE |x Public Affairs & Administration. |2 bisacsh | |
| 650 | 7 | |a Administrative agencies |x Management |2 fast | |
| 650 | 7 | |a Organizational effectiveness |2 fast | |
| 650 | 7 | |a Performance |x Management |2 fast | |
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| 776 | 0 | 8 | |i Print version: |a Moynihan, Donald P. |t Dynamics of performance management. |d Washington, D.C. : Georgetown University Press, 2008 |w (DLC) 2007020696 |
| 830 | 0 | |a Public management and change. | |
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