Performance Measurement

In this article, I identify a number of perceptions about performance measurement and performance management that I believe to be wrong or, at least, greatly overstated. These elements may appear fashionable but should be looked at with considerable skepticism. Many readers may not agree with my positions, but hopefully they will at least stimulate discussion and debate. Whether each of these elements is a fallacy or merely the fashion ofthe day is not always clear. I leave that up to the reader to decide. For the purposes of this article, performance management is defined as the use of performance information to affect programs, policies, or any other organization actions aimed at maximizing the benefits of public services.