The professional researcher as change agent in the government-performance movement
By: COPLIN, William D
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Contributor(s): MERGET, Astrid E | BOURDEAUX, Carolyn.
Material type: 
ArticlePublisher: Malden, MA : Blackwell Publishers, nov./dec.2002Public Administration Review: PAR 62, 6, p. 699-711Abstract: Although academic and professional publications give the impression that perfomance measurement is a growing government practice, in actuality the use of this technology is not a deep or as widespread as it may appear. Even when performance measures are used, governments rarely integrate them into planning, budget, personnel, and other management processes. Most professional researchers located primarily in academic institutions, but also in research and government organizations, approach performance measurement as though governmental officials, elected or otherwise, are already sold on its usefulnes. Instead, thjey need to function as "change agents", using a variety of strategies to gain acceptance and understanding of the strengths and limitations of performance measurement. This article draws on the author's experiences with the Community Benchmarks Program of the Maxwell School in Onondaga County and a review of the current literature. It suggests guidelines for professional researches who want to increase the use of performance measures by governemtns at all levels
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Although academic and professional publications give the impression that perfomance measurement is a growing government practice, in actuality the use of this technology is not a deep or as widespread as it may appear. Even when performance measures are used, governments rarely integrate them into planning, budget, personnel, and other management processes. Most professional researchers located primarily in academic institutions, but also in research and government organizations, approach performance measurement as though governmental officials, elected or otherwise, are already sold on its usefulnes. Instead, thjey need to function as "change agents", using a variety of strategies to gain acceptance and understanding of the strengths and limitations of performance measurement. This article draws on the author's experiences with the Community Benchmarks Program of the Maxwell School in Onondaga County and a review of the current literature. It suggests guidelines for professional researches who want to increase the use of performance measures by governemtns at all levels
Public Administration Review PAR
November/December 2002 Volume 62 Number 6
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