The Public Productivity and Performance Handbook

Cover
Half Title
Series Page
Title Page
Copyright Page
Table of Contents
List of Figures
List of Tables
Acknowledgments
List of Contributors
Introduction
SECTION I: What Works, What Does Not, What to Avoid
	1 Three Parallel Movements to Improve Government Decision-Making: Performance, Evidence, and Behavioral Public Administration
	2 Approaches to Improving Performance in Government: Making Sense of Where We’ve Been and What’s Next
	3 Public Performance: Some Reflections and Lessons Learned
	4 How to Judge the Quality of a Government Performance Management System
	5 Launching and Sustaining a Performance Management System: Some Suggestions
	6 Performance Management: Back to Basics
	7 Winning Hearts and Minds for Performance Management
	8 Why Strategic Initiatives Fail—Lessons from a Practitioner
	9 Performance-Informed Management: Lessons Learned
	10 Learning from Performance Improvement: The New Zealand Experience and Insights on How a Performance System Survives
SECTION II: Managing for High Performance
	11 Sustaining Performance in the Public Sector: The Role of Managers
	12 Management Things We Never Tell
	13 Linking Strategic Planning and Performance Management in Government Agencies and Impacts on Organizational Performance
	14 Accountability: What Does It Mean, Constructively Managing It, and Avoiding the Blame and Claim Game
	15 A Shotgun Marriage? Performance Management in the Hybridized Government
SECTION III: Measurement and Analysis to Guide Performance Programs
	16 Evaluation Guide for Public Service Program Managers
	17 Evidence-Based Practice and Performance: You Can’t Always Get What You Want, but Sometimes You Get What You Need
	18 Data Science Contributions to Performance Management
	19 The Psychology of Information: Pitfalls and Potential in the Use of Performance Data
SECTION IV: Financing Performance
	20 Allocation Tools, Productivity, and Performance
	21 Organizational Effectiveness after Budget Cuts: Disentangling the Effects of Performance Measurement and Performance Management
	22 Performance Budgeting: Linking Administrative Strategies to Budgetary Outcomes
	23 Best-Practice Cases on Performance Budgeting in German and Dutch Local Government
	24 Sector-Specific Financial Indicators for Improved Productivity and Performance
SECTION V: Managing Human Resources for Peak Performance
	25 Harnessing Human Capital for Peak Performance: How Emotion Work Strengthens the Citizen–State Encounter
	26 The Effects of Pay, Education, Training, and Working Hours on Public Sector Performance
SECTION VI: Applying Twenty-first Century Organizational Tools
	27 Innovation, Emerging Tech and Performance Improvement
	28 Public-Private Partnerships: Promises, Productivity and Performance Lessons from Infrastructure Technologies
	29 Applying Competencies: State Capability Enhancement Project (SCEP)
SECTION VII: Accessing and Adapting Best Practices
	30 Benchmarking for Performance Improvement
	31 Best Practices: Adapting Award-Winning Performance Innovations
	32 Teaching Performance
Index