Through A Glass, Darkly: Understanding the Effects of Performance Regimes

Abstract

While governance increasingly relies on performance regimes, we have relatively limited empirical knowledge of the full effects of these regimes. This article presents a roughly drawn map of such effects, identifying relevant variables and speculating how they interact with performance measures, and are reconstituted by performance regimes.

Drivers of Performance Information Use: Systematic Literature Review and Directions for Future Research

“…Though performance data could be used to serve many functions, this review will focus on a type of information use that has been labeled "purposeful" (Moynihan, 2009). This includes using performance information to improve Deming's (1994, p. 132) PDSA cycle adapted to the case of performance management.…”

“…Managers might just use performance data passively (Moynihan, 2009), answering to stakeholders (Van Dooren et al, 2010) without drawing conclusions within their own zone of discretion (for an empirical study, see Moynihan & Lavertu, 2012). Or they can use performance information politically (Moynihan, 2009) to "promote" (Behn, 2003) their interest in turf wars, budget negotiations, or political arguments, where the interpretation of information is highly subjective, controversial, and role-induced (for an empirical study, see Moynihan, Pandey, & Wright 2012a). Another type of use has been labeled dysfunctional or perverse (Moynihan, 2009).…”

“…Or they can use performance information politically (Moynihan, 2009) to "promote" (Behn, 2003) their interest in turf wars, budget negotiations, or political arguments, where the interpretation of information is highly subjective, controversial, and role-induced (for an empirical study, see Moynihan, Pandey, & Wright 2012a). Another type of use has been labeled dysfunctional or perverse (Moynihan, 2009). It includes behaviors such as gaming, cheating, and cherry-picking (for empirical studies, see Bevan & Hood, 2006;Hood, 2006;Kelman & Friedman, 2009).…”

Hvordan anvender kommunale chefer resultatinformation?

“…Når resultatinformationen er tilvejebragt, må den bringes i anvendelse i faktiske beslutningsprocesser, da tilvejebringelsen af informationen ikke i sig selv vil føre til de intenderede forbedringer. Anvendelsen af resultatinformation kan ske på en lang raekke af forskellige måder, og i litteraturen praesenteres et utal af formålsorienterede såvel som passive, politiske og perverse anvendelsesformer (Moynihan, 2009). I denne artikel interesserer vi os alene for den formålsorienterede anvendelse, men også inden for denne praesenteres i litteraturen en lang raekke af forskellige anvendelsesformer (se fx de Bruijn, 2007;Van Dooren, 2006;van Dooren, Bouckaert, & Halligan, 2015;Behn, 2003;Hatry, 2008;Henri, 2006;Kristiansen, 2014).…”

An empirical typology of private child and family serving agencies

“…Some agencies do use performance data to inform and improve their programs, and/or to document efforts and successes in ways that legitimize their services and enhance their ability to acquire new resources (Moynihan, Pandey, & Wright, 2012). However, agencies may also comply with requirements to create performance data without actually using it to improve performance, or depending on the level of financial risk involved, may even “game” indicators in ways that undermine their intended purpose (Dias & Maynard-Moody, 2007; Moynihan, 2009). Specific effects of performance pressures on agency behavior are expected to vary based on local context as well as factors internal to the agency, such as existing capacity to engage in quality improvement and program evaluation activities.…”