Regulating public services: How public managers respond to external performance assessment

Doering, Heike ORCID: https://orcid.org/0000-0002-4171-6107, Downe, James ORCID: https://orcid.org/0000-0003-0772-3183 and Martin, Steve ORCID: https://orcid.org/0000-0002-1883-5837 2015. Regulating public services: How public managers respond to external performance assessment. Public Administration Review 75 (6) , pp. 867-877. 10.1111/puar.12400

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Abstract

Performance management systems have become a key component of contemporary public administration. However, there has been only limited analysis of the social construction of performance by public managers who are subject to them. This article examines the ways in which public managers create, maintain, and disrupt performance management practices. The authors find that managers make external performance assessments perform for themselves by constantly negotiating boundaries in ways that combine bureaucratic and managerial rationales. The authors argue that the ways in which organizational boundaries are constructed are fundamental to understanding the success or failure of performance management systems and the transformation of managerial ways of thinking about performance into a logic of improvement through which contemporary public sector reforms become embedded.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Publisher:	Wiley
ISSN:	0033-3352
Date of First Compliant Deposit:	30 March 2016
Last Modified:	04 Dec 2024 06:45
URI:	https://orca.cardiff.ac.uk/id/eprint/75957

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