Performance Measurement: Fashions and Fallacies

Hatry, Harry P.

doi:10.1177/15357602025004005

Cited by 44 publications

(36 citation statements)

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“…This conceptualization acknowledges the importance of considering and distinguishing between performance measurement and management (e.g. de Lancer and Holzer, 2001;Hatry, 2002;van Dooren, 2008), where the latter is mainly concerned with the use of performance information for a variety of purposes (see Askim, 2007;Behn, 2003;Hatry, 2006;Melkers and Willoughby, 2005;Moynihan et al, 2012). The intensity of PIU by different actor groups is increasingly regarded as an expression of whether performance measurement is worth the effort (e.g.…”

Section: Conceptual Framework and Hypothesesmentioning

confidence: 97%

The discretionary use of performance information by different local government actors – analysing and comparing the predictive power of three factor sets

Saliterer

Korać

2014

International Review of Administrative Sciences

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In recent years, empirical research on performance information use has gained momentum, but quantitative studies, which include different actor groups, are less widespread. Building on prior research within this field, our study offers insights into various antecedents for performance information use -including individual, performance-measurement-specific, and organizational context factors. By applying a quantitative survey of different actor groups at the local government level in Austria, we draw a picture of different user profiles for mayors with administrative authority, chief officials and chief financial officials. Hence, we are able to confirm findings from former studies with other national backgrounds and contribute to a better understanding regarding some new individual aspects influencing discretionary performance information use in a strategy formulation context. Points for practitionersIt is important to gather insights on the factors driving performance information use, as the latter is a crucial indicator for whether the introduction of performance measurement is worth the effort. Moreover, the results show that the performance information use intensity of mayors, chief officials and chief financial officials is driven by different factors. The study not only contributes to a better understanding of performance measurement utilization in general, but also points to the existence of different user profiles, therefore offering implications for the development of performance management implementation strategies.

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Section: Conceptual Framework and Hypothesesmentioning

confidence: 97%

The discretionary use of performance information by different local government actors – analysing and comparing the predictive power of three factor sets

Saliterer

Korać

2014

International Review of Administrative Sciences

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“…As Hatry (2002) notes, "The impetus for performance measurement 2 Nonprofit and Voluntary Sector Quarterly XX (X) has typically come from external funders seeking accountability, not from public managers themselves seeking the information to help them improve their programs" (p. 352). As Hatry (2002) notes, "The impetus for performance measurement 2 Nonprofit and Voluntary Sector Quarterly XX (X) has typically come from external funders seeking accountability, not from public managers themselves seeking the information to help them improve their programs" (p. 352).…”

Section: Introductionmentioning

confidence: 99%

Performance Measurement Challenges in Nonprofit Human Service Organizations

Carnochan

Samples

Myers³

et al. 2013

Nonprofit and Voluntary Sector Quarterly

126

139

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This qualitative study examines the experiences of four nonprofit human service organizations engaging in performance measurement processes to satisfy accountability requirements and increase organizational and program effectiveness. Nonprofits are increasingly required to respond to performance measurement mandates issuing from multiple sources. However, many of the recommended strategies have been developed in the for-profit and public sectors, and are less appropriate or feasible for nonprofit organizations. Three central findings emerged from interviews, focus groups, and review of archival data. First, the complexity of human change processes and the variation among individual clients complicate efforts to define client outcomes. Second, staff skills play a critical role in effective utilization of data systems. Third, organizational strategies to support performance measurement include incorporating user perspectives into system design and providing adequate staff access to data.

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“…This decentralized structure of CCC, as well as the complex interorganizational relationships at the program level, complicates using performance measures data for program accountability purposes. 7,19,23 • Next Steps in Performance Measurement and Program Improvement…”

Section: • Limitationsmentioning

confidence: 99%

Piloting Performance Measurement for Comprehensive Cancer Control Programs

Rochester

Porterfield

Richardson

et al. 2011

Journal of Public Health Management and Practice

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This pilot test of the performance measures worksheet established the feasibility of conducting a standardized survey of CCC programs to identify issues of importance to developing and implementing the CCC program at national and program levels. The performance measures provided unique data on CCC grantees to the CDC funders and feedback on performance measures for improving questions on future surveys. Refinement of the performance measures will provide a tool for monitoring processes of action and accountability of grantees and will encourage a culture of quality improvement through systematic evaluation.

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Performance Measurement: Fashions and Fallacies

Cited by 44 publications

References 0 publications

The discretionary use of performance information by different local government actors – analysing and comparing the predictive power of three factor sets

The discretionary use of performance information by different local government actors – analysing and comparing the predictive power of three factor sets

Performance Measurement Challenges in Nonprofit Human Service Organizations

Piloting Performance Measurement for Comprehensive Cancer Control Programs

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