000			02020naa a2200181uu 4500
001			11086
003			OSt
005			20190211155310.0
008			030212s2005 xx ||||gr |0|| 0 eng d
100	1		_aNORMAN, Richard _97783
245	1	0	_aManaging through measurement or meaning? Lessons from experience with New Zealand's public sector performance management systems
260			_cdec. 2002
520	3		_aComprehensive adoption of system for managing for results as an alternative to procedure-based bureaurcracy has earned the New Zealand public sector a reputation as the `world's a most advanced performance system (Kettl, 2000:7) Research with a cross-section of users of this system, now nearly 15 years old, reveals a variety of responses. True Believers support a current focus on measurement and think that morew effort should be put into creating clearer, more observable measures that emphasise outcomes. Pragmatic Sceptics see reported measures as part of a new game of public management and at best a starting point for asking about the substance behind the form. Active Doubters believe that too much emphasis on measurement gets in the way of the `real work' of developing relationship-based work in a political environment. Issues of meaning are seen to be more important than measurement for the further development of the system
773	0	8	_tInternational Review of Administrative Sciences _g68, 4, p. 619-628 _d, dec. 2002 _w
942			_cS
998			_a20030212 _bLucima _cLucimara
998			_a20060731 _b1352^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c11210 _d11210
041			_aeng