Performance management in the public sector
暂无分享,去创建一个
[1] Lex Cachet,et al. Results‐based agreements for the police in The Netherlands , 2008 .
[2] Zahirul Hoque,et al. Measuring and reporting public sector outputs/outcomes: Exploratory evidence from Australia , 2008 .
[3] S. Walle. Comparing the performance of national public sectors: conceptual problems , 2008 .
[4] Zoe Radnor,et al. Muddled, massaging, manœuvring or manipulated?: A typology of organisational gaming , 2008 .
[5] Frank H.M. Verbeeten,et al. Performance management practices in public sector organizations: Impact on performance , 2008 .
[6] Champika Lasanthi Liyanage,et al. A performance management framework for healthcare facilities management , 2008 .
[7] C. Schalm. Implementing a Balanced Scorecard as a Strategic Management Tool in a Long-Term Care Organization , 2008, Journal of health services research & policy.
[8] Fraser Macfarlane,et al. Intangible resources as performance drivers in European hospitals , 2007 .
[9] Zsuzsanna Lonti,et al. Accountability or Countability? Performance Measurement in the New Zealand Public Service, 1992–2002 , 2007 .
[10] Giovanni Schiuma,et al. Measuring performance in the public sector: challenges and trends , 2007 .
[11] Zoe Radnor,et al. Developing an understanding of results‐based management through public value theory , 2007 .
[12] P. Beaumont,et al. Trust in senior management in the public sector , 2007 .
[13] K. Langfield-Smith,et al. Multiple Perspectives of Performance Measures , 2007 .
[14] T. Peng,et al. Intellectual capital and performance indicators: Taiwanese healthcare sector , 2007 .
[15] Richard Greatbanks,et al. The impact of balanced scorecards in a public sector environment , 2007 .
[16] Claire Moxham,et al. The impact of performance measurement in the voluntary sector: Identification of contextual and processual factors , 2007 .
[17] D. Barnes,et al. Historical analysis of performance measurement and management in operations management , 2007 .
[18] André de Waal,et al. Successful performance management? Apply the strategic performance management development cycle! , 2007 .
[19] Val Maxwell,et al. Driving performance in a multi‐agency partnership using outcome measures: a case study , 2007 .
[20] Tony J. G. Verheijen,et al. Performance management in the Baltic States and Russia: success against the odds? , 2007 .
[21] R. Andrews,et al. Has Devolution Improved Public Services? , 2007 .
[22] Rowena Jacobs,et al. How Do Performance Indicators Add Up? An Examination of Composite Indicators in Public Services , 2007 .
[23] M. Sajid,et al. Quality of Health Care: An Absolute Necessity for Public Satisfaction , 2006 .
[24] Sai S. Nudurupati,et al. Dynamics of performance measurement and organizational culture , 2006 .
[25] Hsin Hsin Chang,et al. Development of performance measurement systems in quality management organisations , 2006 .
[26] Stephen P. Osborne,et al. The New Public Governance? 1 , 2006 .
[27] C. Hood,et al. What's measured is what matters: targets and gaming in the English public health care system , 2006 .
[28] C. Hood,et al. Gaming in Targetworld: The Targets Approach to Managing British Public Services , 2006 .
[29] M. O’Mahony,et al. Metrics, Targets and Performance , 2006, National Institute Economic Review.
[30] R. Andrews,et al. Performance failure in the public sector , 2006 .
[31] George Alexander Boyne,et al. Public management reform and organizational performance: An empirical assessment of the U.K. Labour government's public service improvement strategy , 2006 .
[32] Irvine Lapsley,et al. Measuring fire service performance: a comparative study , 2006 .
[33] Željko Šević. Measuring performance on a local government level in a transitional country: the case of Serbia , 2005 .
[34] Chris Skelcher,et al. Performance Decline and Turnaround in Public Organizations: A Theoretical and Empirical Analysis , 2005 .
[35] Andy Adcroft,et al. The (un)intended outcome of public sector performance measurement , 2005 .
[36] Andrew K. Brown. Implementing performance management in England's primary schools , 2005 .
[37] M. Pidd. Perversity in public service performance measurement , 2005 .
[38] Jean E. Harris,et al. Toward a Theory of Performance Reporting to Achieve Public Sector Accountability: A Field Study , 2005 .
[39] Anthony S. White,et al. A Performance Measurement Paradigm for Integrating Strategy Formulation: A Review of Systems and Frameworks , 2005 .
[40] Rodney McAdam,et al. Performance management in the UK public sector: Addressing multiple stakeholder complexity , 2005 .
[41] Åge Johnsen,et al. What Does 25 Years of Experience Tell Us About the State of Performance Measurement in Public Policy and Management? , 2005 .
[42] Tyrone M. Carlin,et al. Output-based management and the management of performance: insights from the Victorian experience , 2004 .
[43] James R. Evans. An exploratory study of performance measurement systems and relationships with performance results , 2004 .
[44] Mik Wisniewski,et al. Performance measurement for stakeholders: the case of Scottish local authorities , 2004 .
[45] Mary McGuire,et al. Performance management in the public sector: fact or fiction? , 2004 .
[46] Marc Holzer,et al. Performance Measurement and Improvement: an Assessment of the State of the Art , 2004 .
[47] Sven Modell. Performance Measurement Myths in the Public Sector: A Research Note , 2004 .
[48] Stephen Ackroyd,et al. Transforming the professional archetype? , 2003 .
[49] Richard Norman,et al. Paradoxes and Pendulum Swings: Performance Management in New Zealand's Public Sector , 2003 .
[50] Daniel W. Williams. Measuring Government in the Early Twentieth Century , 2003 .
[51] André de Waal,et al. Behavioral factors important for the successful implementation and use of performance management systems , 2003 .
[52] Claude Sicotte,et al. The use of multilevel performance indicators in managing performance in health care organizations , 2003 .
[53] B. Radin. A Comparative Approach to Performance Management: Contrasting the Experience of Australia, New Zealand, and the United States , 2003 .
[54] M. Bourne,et al. Factors that play a role in “managing through measures” , 2003 .
[55] Bernard Marr,et al. Business performance measurement – past, present and future , 2003 .
[56] Paul Rouse,et al. An integral framework for performance measurement , 2003 .
[57] Jarmo Vakkuri,et al. The impact of culture on the use of performance measurement information in the university setting , 2003 .
[58] George A. Boyne,et al. Planning and performance in public organizations An empirical analysis , 2003 .
[59] Hans de Bruijn,et al. Performance measurement in the public sector: strategies to cope with the risks of performance measurement , 2002 .
[60] Andy Neely,et al. A framework of the factors affecting the evolution of performance measurement systems , 2002 .
[61] K. Sehested. HOW NEW PUBLIC MANAGEMENT REFORMS CHALLENGE THE ROLES OF PROFESSIONALS , 2002 .
[62] Peter Steane,et al. CHANGING DEVELOPMENTS IN NPM , 2002 .
[63] Gerasimos A. Gianakis. The Promise of Public Sector Performance Measurement: Anodyne or Placebo? , 2002 .
[64] Stewart Black,et al. Service quality performance measurement in public/private sectors , 2001 .
[65] M. Christensen,et al. A Two‐country Comparison of Public Sector Performance Reporting: The Tortoise and Hare? , 2001 .
[66] Evan M. Berman,et al. Hypotheses about Performance Measurement in Counties: Findings from a Survey , 2001 .
[67] A. Neely,et al. The performance prism in practice , 2001 .
[68] Malcolm Macpherson,et al. Performance measurement in not‐for‐profit and public‐sector organisations , 2001 .
[69] Christine S. Williams,et al. Evolution of quality management: British Benefit Enquiry Line , 2000 .
[70] Alan Fowler,et al. A systems perspective of performance management in public sector organisations , 2000 .
[71] Alan Lawton,et al. Developments: Coping with Ambiguity: Reconciling External Legitimacy and Organizational Implementation in Performance Measurement , 2000 .
[72] C. Pollitt. Is the Emperor In His Underwear? , 2000 .
[73] J. Appleby,et al. Measuring performance in the NHS: what really matters? , 2000, BMJ : British Medical Journal.
[74] J. I. Mwita,et al. Performance management model , 2000 .
[75] Mary Kopczynski,et al. Comparative Performance Measurement: Insights and Lessons Learned from a Consortium Effort , 1999 .
[76] A. Neely. The performance measurement revolution: why now and what next? , 1999 .
[77] T. Sheldon,et al. Measuring performance in the NHS , 1998, BMJ.
[78] James Guthrie,et al. Performance information and programme evaluation in the Australian public sector , 1997 .
[79] W. Taylor. Sectoral investigation of management mind-sets and management behaviours , 1996 .
[80] Michel Lebas,et al. Performance measurement and performance management , 1995 .
[81] Stephen J. Cope,et al. Reforming the police in Britain: new public management, policy networks and a tough 'old bill' , 1995 .
[82] Andy Neely,et al. Performance measurement system design , 1995 .
[83] S. Ackroyd. From public administration to public sector management: understanding contemporary change in British public services , 1995 .
[84] Rudolph H. Ehrenberg,et al. Total Quality Management: Its Relationship to Administrative Theory and Organizational Behavior in the Public Sector , 1994 .
[85] W. Ranadé. A Future for the Nhs?: Health Care in the 1990s , 1994 .
[86] Anoop Patel,et al. Quality Progress in UK Social Services Departments: An Exploratory Study , 1993 .
[87] C. Hood. A PUBLIC MANAGEMENT FOR ALL SEASONS , 1991 .
[88] John W. Meyer,et al. Institutionalized Organizations: Formal Structure as Myth and Ceremony , 1977, American Journal of Sociology.
[89] Christopher Pollitt,et al. Performance Management in Practice: A Comparative Study of Executive Agencies , 2006 .
[90] Mosad Zineldin,et al. The quality of health care and patient satisfaction: an exploratory investigation of the 5Qs model at some Egyptian and Jordanian medical clinics. , 2006, International journal of health care quality assurance incorporating Leadership in health services.
[91] Raili Pollanen,et al. Performance measurement in municipalities: Empirical evidence in Canadian context , 2005 .
[92] Michael Armstrong,et al. Managing performance : performance management in action , 2005 .
[93] Geert Bouckaert,et al. Public Management Reform: A Comparative Analysis , 2004 .
[94] Dennis Feit. Measuring performance in the public sector , 2003 .
[95] R. Kaplan,et al. The Balanced Scorecard: Translating Strategy into Action , 1996 .
[96] Peter C Smith,et al. On the unintended consequences of publishing performance data in the public sector , 1995 .