Outcomes-based performance management in the public sector: Implications for government accountability and effectiveness
Outcomes-based performance management in the public sector: Implications for government accountability and effectiveness
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DOI：
10.1111/1540-6210.00253
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发表时间：
2002-11-01
影响因子：
8.3
通讯作者：
Heinrich, CJ
中科院分区：
文献类型：
--
作者：
Heinrich, CJ
基于成果的业绩管理要求正在增加各级政府的业绩评价活动。然而，公共部门绩效管理的研究指出，这些系统的设计和管理中存在的问题，并质疑其作为提高政府问责制的政策工具的有效性。在本文中，我分析了实验数据和绩效管理经验的联邦就业培训计划，以估计公共管理和系统设计因素对计划成果和影响的影响。我评估是否依赖于行政数据来衡量程序的结果（而不是影响）产生的信息，可能会误导项目经理在他们的绩效管理活动。虽然实证分析的结果证实，在绩效管理中使用的行政数据是不可能产生准确的估计真正的计划的影响，他们也建议这些数据仍然可以产生有用的信息，为公共管理人员的政策杠杆，可以操纵，以提高组织绩效。
Requirements for outcomes-based performance management are increasing performance-evaluation activities at all government levels. Research on public-sector performance management, however, points to problems in the design and management of these systems and questions their effectiveness as policy tools for increasing governmental accountability In this article, I analyze experimental data and the performance-management experiences of federal job-training programs to estimate the influence of public management and system-design factors on program outcomes and impacts. I assess whether relying on administrative data to measure program outcomes (rather than impacts) produces information that might misdirect program managers in their performance-management activities. While the results of empirical analyses confirm that the use of administrative data in performance management is unlikely to produce accurate estimates of true program impacts, they also suggest these data can still generate useful information for public managers about policy levers that can be manipulated to improve organizational performance.