Contradictions in implementing performance management

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Abstract

Performance has been a leitmotif of the reform era and the centrepiece
of managerialism in Anglophone countries. Its pervasive influence
has dictated the operations of government departments (Bouckaert
and Halligan 2008; Radin 2006). It is impossible to envisage
public management without regard to results, targets and performance
measurement. However, a paradox of performance has been that the
information generated for management frameworks has been often
unused. The tension between the managerial and the political purposes of
performance management has been a continuing dynamic of the reform
era, which is one reason why the design of performance systems remained
unresolved (Halligan 2020).
Original languageEnglish
Title of host publicationPolitics, Policy and Public Administration in Theory and Practice
Subtitle of host publicationEssays in Honour of Professor John Wanna
EditorsAndrew Podger, Michael De Percy, Sam Vincent
PublisherANU E Press
Pages105-132
Number of pages29
ISBN (Electronic)9781760464370
ISBN (Print)9781760464363
Publication statusPublished - 2021

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