000			01742naa a2200205uu 4500
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008			160121s2012 xx ||||gr |0|| 0 eng d
100	1		_aM. LEWIS, Jenny _953938
245	1	0	_aFrom performance measurement to learning : _ba new source of government overload?
260			_aLondon : _bSage, _cDec. 2012
520	3		_aOver the last few decades accountability has accommodated an increasing number of different political, legal and administrative goals. This article focuses on the administrative aspect of accountability and explores the potential perils of a shift from performance measurement to learning. While this is inherently positive in its intentions, we argue that it might constitute a new source of government overload. We propose four explanations for why this may be so. First, a learning approach is more likely to supplement than replace performance management. Second, more rather than less data will be needed to comply with accountability requirements, because of the first point. Third, the costs of compliance are likely to increase because learning requires more participation and dialogue. Fourth, accountability as learning may generate a ‘change for the sake of change’ mentality, creating further government overload. We conclude with some comments on limiting the undesirable consequences of such a move
700	1		_aTRIANTAFILLOU, Peter _921380
773	0	8	_tInternational Review of Administrative Sciences _g78, 4, p. 597-614 _dLondon : Sage, Dec. 2012 _xISSN 00208523 _w
856	4	2	_uO exemplar encontra-se em processamento técnico. _yAcesso
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998			_a20160121 _b1410^b _cAna
998			_a20160121 _b1625^b _cAna
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c50405 _d50405
041			_aeng