Public Productivity and Performance Handbook

Marc Holzer (Redaktør) ; Andrew Ballard (Redaktør)

A productive society is dependent upon high-performing government. This third edition of The Public Performance and Productivity Handbook includes chapters from leading scholars, consultants, and practitioners to explore all of the core elements of improvement. Les mer
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Vår pris: 3544,-

(Innbundet) Fri frakt!
Leveringstid: Sendes innen 21 dager

Om boka

A productive society is dependent upon high-performing government. This third edition of The Public Performance and Productivity Handbook includes chapters from leading scholars, consultants, and practitioners to explore all of the core elements of improvement. Completely revised and focused on best practice, the handbook comprehensively explores managing for high performance, measurement and analysis, costs and finances, human resources, and cutting-edge organizational tools. Its coverage of new and systematic management approaches and well-defined measurement systems provides guidance for organizations of all sizes to improve productivity and performance. The contributors discuss such topics as accountability, organizational effectiveness after budget cuts, the complementary roles of human capital and "big data," and how to teach performance management in the classroom and in public organizations. The handbook is accompanied by an online companion volume providing examples of performance measurement and improvement manuals across a wide variety of public organizations. The Public Performance and Productivity Handbook, Third Edition, is required reading for all public administration practitioners, as well as for students and scholars interested in the state of the public performance and productivity field.

Fakta

Innholdsfortegnelse

Acknowledgements


List of Contributors


Introduction


Marc Holzer and Andrew Ballard





Section I: What Works, What Does Not, What to Avoid


1. Three Parallel Movements to Improve Government Decision Making: Performance, Evidence, and Behavioral Public Administration


John M. Kamensky


2. Approaches to Improving Performance in Government: Making Sense of Where We've Been and What's Next?


Kathryn Newcomer and Clint Brass


3. Public Performance: Some Reflections and Lessons Learned


Geert Bouckaert


4. How to Judge the Quality of a Government Performance Management System


Prajapati Trivedi


5. Launching and Sustaining a Performance Management System: Some Suggestions


Lyle D. Wray


6. Performance Management: Back to Basics


Mark D. Abrahams


7. Winning Hearts and Minds for Performance Management


Chris McMillan


8. Why Strategic Initiatives Fail - Lessons from a Practitioner


Van Badzik


9. Performance-Informed Management: Lessons Learned


Katherine Barrett and Richard Greene


10. Learning from Performance Improvement: The New Zealand Experience and Insights on How a Performance System Survives


Barbara Allen





Section II: Managing for High Performance


11. Sustaining Performance in the Public Sector: What is Needed from Public Managers


Evan Berman


12. Management Things We Never Tell


Brian Elms





13. Linking Strategic Planning and Performance Management in Government Agencies and Impacts on Organizational Performance


Age Johnsen and Stephen Affleck Reid


14. Accountability: What Does It Mean, Constructively Managing It, and Avoiding the Blame and Claim Game


Shelley H. Metzenbaum


15. A Shotgun Marriage? Performance Management in the Hybridized Government


Jarmo Vakkuri, Jan-Erik Johanson et al





Section III: Measurement and Analysis to Guide Performance Programs


16. Evaluation Guide for Public Service Program Managers


Harry Hatry


17. Evidence-Based Practice and Performance: You Can't Always Get What You Want, but Sometimes You Get What You Need


Jeremy L. Hall


18. Data Science Contributions to Performance Management


Gregory Dobler and Maria P. Aristigueta


19. The Psychology of Information: Pitfalls and Potential in the Use of Performance Data


Andrew Ballard




Section IV: Financing Performance



20. Allocation Tools, Productivity, and Performance


Donijo Robbins and Andrew Crosby





21. Organizational Effectiveness after Budget Cuts: Disentangling the Effects of Performance Measurement and Performance Management


Hala Altamimi and Benedict S. Jimenez





22. Performance Budgeting: Linking Administrative Strategies to Budgetary Outcomes


Jingyuan Xu and XiaoHu Wang





23. Best-Practice Cases on Performance Budgeting in German and Dutch Local Government


Jan van Helden and Christoph Reichard





24. Sector Specific Financial Indicators for Improved Productivity and Performance


Andrew Crosby and Donijo Robbins





Section V: Managing Human Resources for Peak Performance


25. Harnessing Human Capital for Peak Performance: How Emotion Work Strengthens the Citizen-State Encounter


Mary E. Guy





26. The Effects of Pay, Education, Training, and Working Hours on Public Sector Performance


Jeannette Taylor, Thuy Hang Duong et al




Section VI: Applying Twenty-first Century Organizational Tools



27, The Effects of Pay, Education, Training, and Working Hours on Public Sector Performance


Alan Shark





28. Public-Private Partnerships: Promises, Productivity and Performance Lessons from Infrastructure Technologies


Graeme Hodge and Carsten Greve


29. Applying Competencies: State Capability Enhancement Project


Sampath Kumar, Aroon P. Manoharan, and Jayasharadha Chandrakalatharan





Section VII: Accessing and Adapting Best Practices


30. Benchmarking for Performance Improvement


David N. Ammons





31. Best Practices: Adapting Award-Winning Performance Innovations


Patria de Lancer Julnes and Marc Holzer





32. Teaching Performance


Marc Holzer and Andrew Ballard

Om forfatteren

Marc Holzer has been a leader in the public productivity and performance field since the early 1970s. He is the founder of the National Center for Public Performance and the editor-in-chief of the international journal Public Performance and Management Review. His more than 600 scholarly publications address a wide range of strategic approaches to the measurement and improvement of public services. Dr. Holzer is distinguished professor at the Institute for Public Service at Suffolk University–Boston, and was the founding dean of the School of Public Affairs and Administration at Rutgers University. He is a past president of the American Society for Public Administration.





Andrew Ballard is a research fellow and instructor at the Rutgers University–Newark School of Public Affairs and Administration and a contributing fellow at the Suffolk University National Center for Public Performance (NCPP). Andrew’s research focuses on the organizational and psychological barriers to the use of performance information in public organizations. He regularly teaches courses on performance management, applied research design, and public management. Andrew received his doctorate in public administration at the Rutgers University–Newark School of Public Affairs and Administration.