Managing Performance in the Public Sector
Published on 10. October 2002
Book
Paperback/Softback
144 pages
978-0-415-30038-4 (ISBN)
Description
Topical and taking a bold stance in the contentious debate surrounding performance in the public sector, this new edition shows readers how performance thinking has a substantial impact on the management of public organizations.
Thoroughly revised and updated, this highly successful text, written by an experienced academic and practitioner is packed full with a wealth of new features. These include:
more examples and cases, from a variety of different sectors, including, hospitals, courts, school and universities
a whole new chapter on the dynamics of performance management; answering the questions - how do PM systems evolve? Which effects will dominate in the long run?
many extra recommendations for making PM attractive for managers.
An informed and up-to-date analysis of this subject, this is an essential text for all those studying, both at undergraduate and postgraduate level, performance management in the public sector.
Thoroughly revised and updated, this highly successful text, written by an experienced academic and practitioner is packed full with a wealth of new features. These include:
more examples and cases, from a variety of different sectors, including, hospitals, courts, school and universities
a whole new chapter on the dynamics of performance management; answering the questions - how do PM systems evolve? Which effects will dominate in the long run?
many extra recommendations for making PM attractive for managers.
An informed and up-to-date analysis of this subject, this is an essential text for all those studying, both at undergraduate and postgraduate level, performance management in the public sector.
Reviews / Votes
'A clear set of principles, but not instructions, for how to use performance measurement effectively. Managing Performance in the Public Sector should certainly be on the reading list of senior policy makers at national and organizational level.' - Local Government Studies'Hans de Brujin's book on Management Performance in the Public Sector offers a timely critique of performance measurement systems in practice, covering the pros and cons, risks and limitations, as well as some paradoxes. It would appeal especially to those who have already some basic understanding of public sector work and knowledge of public service delivery processes. Building upon the solid foundation of his first edition, the new second edition provides sharpened arguments based on updated examples and practices.' - Anthony B. L. Cheung, Professor, Department of Public and Social Administration, City University of Hong Kong
More details
Language
English
Place of publication
London
United Kingdom
Publishing group
Taylor & Francis Ltd
Target group
Professional and scholarly
Dimensions
Height: 229 mm
Width: 152 mm
Weight
0 gr
ISBN-13
978-0-415-30038-4 (9780415300384)
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
New editions
Hans de Bruijn
Managing Performance in the Public Sector
Book
12/2006
2nd Edition
Routledge
€80.70
Shipment within 15-20 days
Additional editions
Hans de Bruijn
Managing Performance in the Public Sector
Book
10/2002
Routledge
€178.27
Article exhausted; check for reprint
Person
Hans de Bruijn is Professor of Organization and Management at the Department of Public Policy and Management, Delft University of Technology in The Netherlands. He has achieved wide experience as a researcher and adviser to public agencies. His research focuses on public management issues, such as the management of policy networks, process management, knowledge management and performance management.
Delft University of Technology, The Netherlands
Delft University of Technology, The Netherlands
Content
Part 1: 1. An Introduction to Performance Measurement 2. The Perverse Effects of Performance Measurement 3. The Dynamics of Performance Measurement: Five Laws Part 2: 4. Design Principles for Performance Measurement 5. Trust and Interaction 6. Content and Variety 7. Dynamics: Towards Lively Performance Measurement Part 3: 8. Conclusions and Three Paradoxes