Public Management and Performance
Public Management and Performance
George A. Boyne, Cardiff University
Gene A. Brewer, University of Georgia
Public services touch the majority of people in advanced and developing economies on a daily basis: children require schooling, the elderly need personal care and assistance, rubbish needs collecting, water must be safe to drink and the streets need policing. In short, there is practically no area of our lives that isn't touched in some way by public services. As such, knowledge about strategies to improve their performance is central to the good of society. In this book, a group of leading scholars examine some of the most pressing issues in public administration, political science and public policy by undertaking a systematic review of the research literature on public management and the performance of public agencies. It is an important resource for public management researchers, policy-makers and practitioners who wish to understand the state of the field and the challenges that lie ahead.
- First book to synthesize the growing body of knowledge on performance management in the public sector
- Reviews a range of techniques and methodologies for studying management and performance
- Develops a new agenda for future research
Reviews & endorsements
Review of the hardback: 'With a line-up of scholars who are at the forefront, theoretically and empirically, in their respective areas of public and performance management research, any researcher or policymaker who seeks to be at the cutting edge of public performance improvement needs to read this volume. Both new empirical investigations and in-depth, systematic reviews, framed by innovative conceptual thinking, are brought to bear on longstanding concerns about how to improve public sector performance, including overcoming goal ambiguity, internal organizational impediments and red tape, and financial and human resources constraints.' Carolyn J. Heinrich, University of Wisconsin-Madison
Review of the hardback: 'Richard Walker and his colleagues are to be congratulated in having produced what looks likely to become one of the required texts on performance management and public management. It combines a strong theoretical orientation with a list of contributors to be the envy of any book editor.' Stephen Osborne, University of Edinburgh Business School
Product details
November 2012Paperback
9781107411678
302 pages
244 × 170 × 16 mm
0.49kg
Available
Table of Contents
- List of figures
- List of tables
- About the contributors
- 1. Introduction Richard M. Walker, George A. Boyne and Gene A. Brewer
- 2. Extending goal ambiguity research in government: from organizational goal ambiguity to program goal ambiguity Hal G. Rainey and Chan Su Jung
- 3. Budgets and financial management Donald P. Moynihan and Matthew Andrews
- 4. Organizational structure and public service performance Rhys Andrews
- 5. Red tape: the bane of public organizations? Gene A. Brewer and Richard M. Walker
- 6. Managerial networking, managing the environment, and program performance: a summary of findings and an agenda Kenneth J. Meier and Laurence J. O'Toole, Jr
- 7. Public service motivation and performance Gene A. Brewer
- 8. Organizational diversity and public service performance David W. Pitts
- 9. Performance management: does it work? George A. Boyne
- 10. Strategy: which strategic stances matter? Richard M. Walker
- 11. Methods Alisa Hicklin
- 12. Conclusion: enriching the field George A. Boyne, Gene A. Brewer and Richard M. Walker
- Index.
