In recent years, concerns over the effectiveness of public administration have encouraged the widespread measurement and management of ‘performance’. But is performance management an appropriate model for public sector organizations, and has it proved successful? Moreover, how do the principles of performance management affect how public bodies operate, and the way they relate to the wider community?

In this important text, the viability of performance management in public sector organizations is systematically assessed across a number of international case studies. The book provides a framework through which models of performance management can be understood in terms of both their impact within a public sector organization, and the effects that have been seen in countries with contrasting administrational contexts.

Managing Performance – International Comparisons critically examines the effects of performance management models in the public sector, and assesses their future evolution. It is an important book for all students and researchers with an interest in management, public administration and public policy.

chapter |8 pages


part |2 pages

Part I: Concepts, approaches and explanations

part |2 pages

Part II: Performance types

chapter 4|8 pages

Performance Administration

chapter 5|23 pages

Managements of Performances

chapter 6|29 pages

Performance Management

part |2 pages

Part III: Comparative performance and evaluation

chapter 10|11 pages

Conclusion and next steps

chapter |2 pages

Notes for Parts I–III

part |2 pages

Part IV: Appendices

chapter III|5 pages

OECD checklists

chapter IV|2 pages

List of glossaries

chapter V|173 pages

Country models 230 256