ABSTRACT
A defining feature of the last two decades has been the unprecedented public sector reform internationally. Of the two big issues in public management of the last 15 years attracting extensive debate – markets and performance – markets received early critical attention with performance management only coming into its own recently (for example, Radin 2006). The most striking aspect of performance management has been its ever-increasing influence, with the 2000s becoming more clearly the age of performance. Is it possible to envisage contemporary public management without due regard to results and performance measurement?
