Accountability for performance in local government
By: KLUVERS, Ron
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ArticlePublisher: Oxford : Balckwell Publishers Limited, March 2003Australian Journal of Public Administration 62, 1, p. 57-69Abstract: The nature of accountability for performance in the public sector is explored in this paper by attempting to answer three questions: (1) How important is accountability for performance? (2) Which of the stakeholders consider themselves accountable for organisational performance, including contracts? (3) Does information asymmetry between stakeholders in regard to performance information affect accountability? This paper reports on research undertaken in Victorian local government based on the responses to a questionnaire by councillors and tier one and two managers. The results of the survey indicate that there is an understanding of accountability for performance, that both managers and councillors are considered to be accountable for performance but that information asymmetry and accountability relationships are problematic
The nature of accountability for performance in the public sector is explored in this paper by attempting to answer three questions: (1) How important is accountability for performance? (2) Which of the stakeholders consider themselves accountable for organisational performance, including contracts? (3) Does information asymmetry between stakeholders in regard to performance information affect accountability? This paper reports on research undertaken in Victorian local government based on the responses to a questionnaire by councillors and tier one and two managers. The results of the survey indicate that there is an understanding of accountability for performance, that both managers and councillors are considered to be accountable for performance but that information asymmetry and accountability relationships are problematic
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