Managing and measuring performance in public and nonprofit organizations : an integrated approach /

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"New edition of a classic guide to ensuring effective organizational performanceThoroughly revised and updated, the second edition of Managing and Measuring Performance in Public and Nonprofit Organizations is a comprehensive resource for designing and implementing effective performance managem...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Poister, Theodore H.
Otros Autores: Hall, Jeremy L., Aristigueta, Maria Pilar, 1956-
Formato: Electrónico eBook
Idioma:Inglés
Publicado: San Francisco, CA : Jossey-Bass & Pffeifer Imprints, Wiley, [2015]
Edición:Second edition.
Temas:
Organizational effectiveness > Measurement.
Organizational effectiveness > Management.
Nonprofit organizations.
Public administration.
Performance > Measurement.
Performance > Management.
Organizations, Nonprofit
Efficacité organisationnelle > Mesure.
Efficacité organisationnelle > Gestion.
Associations sans but lucratif.
Administration publique (Science)
Rendement au travail > Gestion.
nonprofit organizations.
EDUCATION > Evaluation.
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • Part 1. Introduction to Performance Measurement :
  • 1. Introduction to Performance Measurement and Management
  • 2. Developing Effective Performance Management Systems
  • Part 2. Methodological Elements of Performance Measurement :
  • 3. Developing a Performance Framework: Program Logic Models and Performance Measures
  • 4. Targeting Results: Clarifying Goals and Objectives
  • 5. Defining Performance Indicators
  • 6. Reporting Performance Data
  • 7. Analyzing Performance Information
  • Part 3. Strategic Applications of Performance Management Principles :
  • 8. Using Performance Measures to Support Strategic Planning and Management
  • 9. Performance-Informed Budgeting
  • 10. Managing Employees, Programs, and Organizational Units
  • 11. Performance Management in Grant and Contract Programs
  • 12. Improving Quality and Process
  • 13. Soliciting Stakeholder Feedback
  • 14. Using Comparative Measures to Benchmark Performance
  • Part 4. Design and Implementation of Performance Management Systems :
  • 15. Designing and Implementing Effective Management Systems.
  • Part 1. Introduction to Performance Measurement :
  • 1. Introduction to Performance Measurement and Management
  • Public Management, Performance Management, and Accountability
  • Performance Measurement and Performance Management Defined
  • Public Management and Performance Management
  • Performance Management and Accountability
  • Performance Management Institutionalization
  • Benefits of Performance Management
  • Challenges of Performance Management
  • Distinguishing Performance Management from Its Cousins
  • Outline of the Book
  • References
  • 2. Developing Effective Performance Management Systems
  • The Design and Implementation Process
  • Step One: Clarify the Purpose of the System
  • Step Two: Assess Organizational Readiness
  • Step Three: Identify External Stakeholders
  • Step Four: Organize the System Development Process
  • Step Five: Identify Key Purposes and Parameters for Initiating Performance Management
  • Step Six: Define the Components for the Performance Management System, Performance Criteria, and Use
  • Step Seven: Define, Evaluate, and Select Indicators
  • Step Eight: Develop Data Collection Procedures
  • Step Nine: Specify System Design
  • Step Ten: Conduct a Pilot If Necessary
  • Step Eleven: Implement Full-Scale System
  • Step Twelve: Use, Modify, and Evaluate the System
  • Step Thirteen: Share the Results with Stakeholders
  • A Flexible Process
  • References
  • Part 2. Methodological Elements of Performance Measurement :
  • 3. Developing a Performance Framework: Program Logic Models and Performance Measures
  • Program Logic
  • Program Logic Models
  • Outputs versus Outcomes
  • Diverse Logic Models
  • A Crisis Stabilization Unit
  • A Vocational Rehabilitation Program
  • State Highway Safety Program: A Supraprogram Logic Model
  • The Sexually Transmitted Disease Prevention System
  • Performance Measures
  • Output Measures
  • Efficiency and Productivity Measures
  • Service Quality Measures
  • Outcome Measures
  • Cost-Effectiveness Measures
  • Customer Satisfaction Measures
  • System Productivity Measures
  • Resource Measures
  • Workload Measures
  • External and Other Environmental Measures
  • Needs Indicators
  • Integrated Sets of Performance Measures
  • Teen Mother Parenting Education Program
  • Canadian Pension Plan Disability Program
  • Developing Logic Models
  • References
  • 4. Targeting Results: Clarifying Goals and Objectives
  • Mission, Goals, and Objectives
  • US Department of Health and Human Services
  • Goals, Objectives, and Program Logic
  • "SMART" Objectives
  • Performance Standards: Child Support Enforcement
  • Setting Targets
  • Service Standards
  • Programmatic versus Managerial Goals and Objectives
  • Public and Nonprofit Goal Structures
  • Goals, Objectives, and Measures
  • References
  • 5. Defining Performance Indicators
  • Operational Indicators
  • Raw Numbers
  • Averages
  • Percentages, Rates, and Ratios
  • Indexes
  • Mixed Measures
  • Identifying Possible Performance Indicators
  • Sources
  • Agency and Administrative Records
  • Follow-Up Contacts
  • Direct Observation
  • Clinical Examinations
  • Tests
  • Surveys and Customer Response Cards
  • Specially Designed Measurement Tools
  • Validity and Reliability
  • Reliability
  • Validity
  • Bases of Validity
  • Common Measurement Problems
  • Noncomparability of Data
  • Tenuous Proximate Measures
  • Underreporting or Overreporting
  • Poor Instrument Design
  • Observer Bias
  • Instrument Decay
  • Reactive Measurement
  • Nonresponse Bias
  • Cheating
  • Selecting Indicators: Other Criteria for Performance Measures
  • Meaningful Measures
  • Balanced and Comprehensive Measures
  • Measures with Clear Preferred Direction of Movement
  • Timely and Actionable Measures
  • Measures That Are Resistant to Goal Displacement
  • Cost-Sensitive Performance Measures
  • Systematic Assessment of Performance Measures
  • Guidelines for Defining Performance Measures
  • References
  • 6. Reporting Performance Data
  • Performance Data and Their Audience
  • Nature of the Performance Data and Comparative Frameworks
  • Needs of the Audience
  • Reporting Formats
  • Basic Tables and Spreadsheets
  • Common Graphical Displays
  • Scorecards and Dashboards
  • Maps
  • Conclusion
  • 7. Analyzing Performance Information
  • Public Transit System Performance
  • Trends over Time
  • Comparisons against Standards and Other Agencies' Performance
  • Analytics: Route Analysis
  • Sampling and Statistical Reliability
  • Effectiveness of a Child Support Enforcement Program
  • Conclusion
  • References
  • Part 3. Strategic Applications of Performance Management Principles :
  • 8. Using Performance Measures to Support Strategic Planning and Management
  • Strategic Planning and Management
  • Strategic Planning
  • Strategic Management
  • Strategic Performance Measures
  • Virginia Performs: Using Vision to Develop Goals, Objectives, and Measures
  • Agency-Based Strategic Goals
  • Outcome and Output Measures
  • Focus on Output Measures: Library of Virginia
  • Focus on Outcome Measures: US Department of Transportation
  • Balanced Scorecard Models
  • Strategy Maps
  • Use of the Balanced Scorecard in Kenya Red Cross
  • Use of the Balanced Scorecard: City of Charlotte, North Carolina
  • Balanced Scorecard and Logic Models
  • Performance Measurement and Strategic Management
  • References
  • 9. Performance-Informed Budgeting
  • Performance in Public Budgeting: Conceptual Understanding
  • Potential Benefits of Performance-Informed Budgeting
  • Historical Development and the Current State of Performance-Informed Budgeting
  • Current Practice
  • Effectiveness
  • Guidelines for Implementing Performance-Informed Budgeting
  • Planning
  • Measurement
  • Reporting
  • Verification
  • Linkage to Budget Decision Process
  • Other Considerations
  • Conclusion
  • References
  • 10. Managing Employees, Programs, and Organizational Units
  • Performance Management Systems
  • Management by Objectives
  • Performance Monitoring Systems
  • Measures for Performance Management Systems
  • MBO Measures
  • Individual and Programmatic Performance Management
  • Individual Targets and Actual Performance: Community Disaster Education Program
  • Measures for Monitoring Systems
  • Performance Monitoring: The Compass
  • Compstat, CitiStat, and Similar Performance Management Systems
  • Evidence-Based Practice
  • Program Evaluation
  • References
  • 11. Performance Management in Grant and Contract Programs
  • Government Versus Governance: Challenges of the Transition to Third-Party Implementation
  • Distinguishing Contracts from Grants
  • Performance Measurement and Management in Grants and Contracts
  • Contract Performance Management
  • Purpose of Performance Measurement in Grant and Contract Management
  • Performance-Based Grant Management
  • Problems and Special Considerations Using Performance Management in Grant Programs
  • References
  • 12. Improving Quality and Process
  • Monitoring Productivity for Process Improvement
  • Standard Hours
  • Output-Oriented Systems
  • Monitoring Service Quality
  • Rework
  • Disaggregated Measures
  • Quality and Productivity Improvement
  • Tools Used for Quality Improvements
  • Monitoring the Nuts and Bolts
  • References
  • 13. Soliciting Stakeholder Feedback
  • Identifying Stakeholders: The Stakeholder Audit
  • Obtaining Customer Feedback
  • Customer Surveys: Girl Scout Council of Northwest Georgia
  • Customer Service
  • Feedback from Partners and Other Stakeholders
  • The Commitment to Ongoing Regulatory Excellence Process
  • Analyzing Stakeholder Feedback
  • Quality-Importance Matrixes
  • Customer Satisfaction and Objective Performance Measures
  • Expectations, Satisfaction, and Confirmation and Disconfirmation Models
  • Stakeholder Involvement as Citizens and Partners to Address Community Issues
  • E-Government and Stakeholder Involvement
  • Measuring and Evaluating Stakeholder Engagement
  • References
  • 14. Using Comparative Measures to Benchmark Performance
  • Public Sector Benchmarking
  • Statistical Benchmarking
  • Problems and Challenges in Benchmarking
  • Availability of Data
  • Reliability of Comparative Data
  • Variation in Operating Conditions
  • Strategies to Improve Comparative Measures
  • Explanatory Variables
  • -- Peer Groups
  • Recalibrated Measures
  • Adjusted Performance Measures
  • Identifying Best Practices
  • A Regulatory Benchmarking Example
  • Prospects for Benchmarking
  • References
  • Part 4. Design and Implementation of Performance Management Systems :
  • 15. Designing and Implementing Effective Management Systems
  • Managing the Process
  • Mission, Goals, and Strategies
  • Quality Performance Measures
  • Program Improvement
  • Barriers to Success
  • Elements of Success
  • Leadership and Stakeholder Support and Involvement
  • Deliberate Process
  • Project Management
  • Networks and Collaborations
  • Strategies for Success
  • Usefulness of the Information Produced
  • Resource Requirements
  • Lack of Use
  • Lack of Stakeholder Buy-In
  • Internal Resistance
  • Goal Displacement and Gaming
  • System Abuse
  • Prospects for Progress in Performance Management
  • A Final Comment.

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