Internal and external use of performance information in public organisations: Results from an international executive survey
Public Money and Management: integrating theory and practice in public management , Volume 33 - Issue 4 p. 1- 16
Abstract. This paper analyses determinants of public managers´ internal and external use of performance information. Using a sample of over 3100 top public sector executives in six European countries, we find evidence for significant country variations, with a more limited use of performance information in France and Germany. It was also found that the use of performance information is mainly determined by organizational factors rather than managers’ individual socio-demographic characteristics. The analysis also found considerable differences in patterns of use between policy fields and a lower use of performance indicators in central government ministries. Finally, the implementation of performance management instruments in an organization has an overall strong effect on the actual use of performance information.
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|Public Money and Management: integrating theory and practice in public management|
|Organisation||Erasmus School of Social and Behavioural Sciences|