Public Management and Performance
Research Directions
1st Edition
Published on 9. September 2010
Book
Hardback
300 pages
978-0-521-11663-3 (ISBN)
Description
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.
Reviews / Votes
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 SchoolMore details
Language
English
Place of publication
Cambridge
United Kingdom
Target group
Professional and scholarly
Dimensions
Height: 250 mm
Width: 175 mm
Thickness: 21 mm
Weight
704 gr
ISBN-13
978-0-521-11663-3 (9780521116633)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Richard M. Walker | George A. Boyne | Gene A. Brewer
Public Management and Performance
Research Directions
Book
11/2012
Cambridge University Press
€55.80
Shipment within 15-20 days
Richard M. Walker | George A. Boyne | Gene A. Brewer
Public Management and Performance
Research Directions
E-Book
11/2010
1st Edition
Cambridge University Press
€38.49
Available for download
E-Book
09/2010
1st Edition
Cambridge University Press
€31.99
Available for download
Persons
Richard M. Walker is Professor of Public Management and Policy at the University of Hong Kong and Senior Research Associate at Xi'an Jiaotong University, China. George A. Boyne is Professor of Public Sector Management at Cardiff University. Gene A. Brewer is Associate Professor of Public Administration and Policy at the University of Georgia School of Public and International Affairs and Visiting Professor of Public Management at the Utrecht University School of Governance in the Netherlands.
Content
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.