A comparative approach to performance management : contrasting the experience of Australia, New Zealand and the United States
By: Radin, Beryl A
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ArticlePublisher: New York : Marcel Dekker, 2003International Journal of Public Administration - IJPA 26, 12, p. 1355-1376Abstract: Despite the use of the same vocabulary and seemingly similar agendas, the experience of these three countries cannot be comprehended without attention to the different contexts in which the countries operate. This paper focuses on the experience in these three English speaking countries dealing with the structure or context of the institutional arrangements, the process of defining outcomes, issues related to timing, availability and investment in data systems, predominant values that are at play, experience with gaming, and accountability arrangements. It provides thumbnail sketches of the framework and experience of these three countries and compares their experience in performance management. While there are significant differences that emerge from contextual variety, there are some shared dynamics in the three systems. I call these normal tensions in the system. Yet these tensions have been largely ignored in the performance management movement.
Despite the use of the same vocabulary and seemingly similar agendas, the experience of these three countries cannot be comprehended without attention to the different contexts in which the countries operate. This paper focuses on the experience in these three English speaking countries dealing with the structure or context of the institutional arrangements, the process of defining outcomes, issues related to timing, availability and investment in data systems, predominant values that are at play, experience with gaming, and accountability arrangements. It provides thumbnail sketches of the framework and experience of these three countries and compares their experience in performance management. While there are significant differences that emerge from contextual variety, there are some shared dynamics in the three systems. I call these normal tensions in the system. Yet these tensions have been largely ignored in the performance management movement.
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