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International Handbook of Practice-Based Performance Management

International Handbook of Practice-Based Performance Management

Edited by:

July 2012 | 560 pages | SAGE Publications, Inc
Within the field of Evaluation, performance measurement is fast becoming a prevalent framework or set of tools to use in implementation analysis, formative and summative evaluations, and even needs assessments. Many of the measurement techniques that evaluators employ overlap with those of performance management, so evaluators are able to learn and use this framework quite readily.  Recent approaches have acknowledged limitations in the implemented meaurement systems and developed new practice-based strategies for effective ongoing measurement of program activities and use in guiding management.  Significantly, these new strategies are being developed both in the United States and internationally and need to be brought together for collaborative learning and dissemination to practitioners and scholars. Julnes's text will serve as a vehicle for the dissemination of these new performance measurement strategies. The book will have a combination of conceptual and practical applications with an emphasis on cutting-edge practices in the US and abroad. The text boasts two unique features: first, though most of the chapters deal with performance measurement in the US., the text represents the most notable examples of performance measurement in Canada, Latin America, Europe and Eastern Europe; second, the book will be unique in the way that its structure will support the integration of theory and practice, with linked chapters that introduce the literature on key topics, present case studies with "lessons learned," and then provide clear guidance for practical "how-to/skill building." 
Patria de Lancer Julnes, Frances Stokes Berry, Maria P. Aristigueta, and Kaifeng Yang
Part I. State of the Art
Harry P. Hatry
Chapter 1: Emerging Developments in Performance Measurement: An International Perspective
Kathryn Newcomer
Chapter 2: Assessing Performance in Nonprofit Service Agencies
Owen Hughes
Chapter 3. Performance: A New Public Management Perspective
Part II: Using Performance Information to Improve Program Performance and Accountability
Patria de Lancer Julnes
Chapter 4. Can Performance Measurement Support Program Performance Improvement and Accountability?
Monica Brezzi, Laura Raimondo, and Francesca Utili
Chapter 5: Using Performance Measurement to Make Administrations Accountable: The Italian Case
Barry Leighton
Chapter 6: Recognizing Credible Performance Reports: The Role of the Government Auditor In Canada
Cheryle Broom and Edward T. Jennings
Chapter 7: Advancing Performance Measurement and Management for Accountability: King County's Collaborative, Incremental Approach
David N. Ammons
Chapter 8: Analyzing Performance Data
Part III: Informing and Involving Citizens and Other Stakeholders
Kaifeng Yang
Chapter 9. Making Performance Measurement Relevant: Informing and Involving Stakeholders in Performance Measurement
Seungbeom Choi
Chapter 10: Citizen-Involved Performance Measurement: The Case of Online Procedures Enhancement for Civil Application in Seoul
Katherine E. Ryan
Chapter 11: Performance Measurement and Educational Accountability: The U.S. Case
Katharine Mark
Chapter 12: Experience With Trained Observers in Transition and Developing Countries: Citizen Engagement in Monitoring Results
Marc Holzer and Katherine Kolby
Chapter 13: Helping Government Measure Up: Models of Citizen-Driven Government Performance Measurement Initiatives
Part IV: Performance Budgeting
Frances Stokes Berry
Chapter 14. Performance Budgeting Internationally: Assessing Its Merits
David Arellano-Gault and Edgar E. Ramirez de la Cruz
Chapter 15: Performance- Based Budgeting in Latin and South America: Analyzing Recent Reforms in the Budgetary Systems of Brazil, Chile, Colombia, and Mexico
Martha Wellman and Gary VanLandingham
Chapter 16: Performance-Based Budgeting in Florida: Great Expectations, More Limited Reality
John Halligan
Chapter 17: Performance Management and Budgeting in Australia and New Zealand
Carl Moravitz
Chapter 18: Performance-Based Budgeting: Integrating Objectives and Metrics With People and Resources
Part V: Quality and Performance in Public and Non-Profit Organizations
Maria P. Aristigueta
Chapter 19. The Integration of Quality and Performance
Wouter Van Dooren
Chapter 20: Quality and Performance Management: Towards A Better Integration?
Miekatrien Sterck and Geert Bouckaert
Chapter 21: Performance Information of High Quality: How To Develop a Legitimate, Functional, and Sound Performance Measurement System?
Nick Thijs and Patrick Staes
Chapter 22: Applying the Common Assessment Framework in Europe
Part VI. Pulling It All Together
John M. Kamensky and Jay Fountain
Chapter 23. Creating and Sustaining a Results-Oriented Performance Management Framework

"The immensely valuable volume, edited by Patricia de Lancer Julnes, Frances Stokes Berry, Maria P. Aristigueta and Kaifeng Yang, has chapters on varied topics, including performance budgeting, improving accountability, citizen-involved performance measurement, and application of techhnology, with examples from across the globe. Recommended addition to the watchdogs' shelf."

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Sample Materials & Chapters

Chapter 8

Chapter 23


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Patria de Lancer Julnes

It may sound cliche, but I always wanted to help government do better. I’ve always felt that government’s role is to ensure a good quality of life for citizens. Otherwise, what’s the point of government? But to do this, government (everywhere) needs tools. In particular, government needs tools that can provide adequate knowledge to improve decisions that will impact the quality of life of citizens. My profession and my field have allowed me to contribute to this knowledge through my contact with students and colleagues and through my research.But more recently, as I've reflected on my life growing up in the Dominican Republic, my efforts... More About Author

Frances Stokes Berry

Maria P. Aristigueta Coons

Maria P. Aristigueta is the president of the American Society for Public Administration, the Charles P. Messick Professor of Public Administration, the Associate Director of the School of Public Policy and Administra­tion, and the Senior Policy Fellow in the Institute of Public Administration at the University of Delaware. Her teaching and research interests are primarily in the areas of public sector management and include performance measurement, strategic planning, and organizational behavior. She has published numerous journal articles, book chapters, and books, including Managing for Results in State Government, Managing Human... More About Author

Kaifeng Yang

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