Managing for results in an impossible job : solution or symbol? Abstract
By: Moynihan, Donald P
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ArticlePublisher: Philadelphia : Routledge, 2005International Journal of Public Administration - IJPA 28, 3-4, p. 213 - 231 Abstract: Recent years have been characterized by widespread adoption of reforms that called for governments to manage for results. This article tackles the question: what is the impact of results-based reforms in functions that the public management literature has defined as impossible jobs? The implementation of strategic planning and performance measurement in the Alabama Department of Corrections provides a case study of such a scenario. The explicit goals of results-based reforms suggest a solution to impossible jobs by achieving improved allocation, effectiveness, and efficiency. However, the case evidence suggests that their main use is as a symbol of rational governance, to be used by beleaguered agencies and governments in a bid to increase resources. Beyond this, the public manager in an impossible job finds little benefit from results-based reform, and seeks to devote as few resources as is necessary to comply with reform requirements.
Recent years have been characterized by widespread adoption of reforms that called for governments to manage for results. This article tackles the question: what is the impact of results-based reforms in functions that the public management literature has defined as impossible jobs? The implementation of strategic planning and performance measurement in the Alabama Department of Corrections provides a case study of such a scenario. The explicit goals of results-based reforms suggest a solution to impossible jobs by achieving improved allocation, effectiveness, and efficiency. However, the case evidence suggests that their main use is as a symbol of rational governance, to be used by beleaguered agencies and governments in a bid to increase resources. Beyond this, the public manager in an impossible job finds little benefit from results-based reform, and seeks to devote as few resources as is necessary to comply with reform requirements.
Volume 28
Numbers 3-4
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