Publisher Description

A productive society is dependent upon high-performing government. This third edition of The Public Performance and Productivity Handbook includes chapters from leading scholars, consultants, and practitioners to explore all of the core elements of improvement. Completely revised and focused on best practice, the handbook comprehensively explores managing for high performance, measurement and analysis, costs and finances, human resources, and cutting-edge organizational tools. Its coverage of new and systematic management approaches and well-defined measurement systems provides guidance for organizations of all sizes to improve productivity and performance. The contributors discuss such topics as accountability, organizational effectiveness after budget cuts, the complementary roles of human capital and "big data," and how to teach performance management in the classroom and in public organizations. The handbook is accompanied by an online companion volume providing examples of performance measurement and improvement manuals across a wide variety of public organizations. The Public Performance and Productivity Handbook, Third Edition, is required reading for all public administration practitioners, as well as for students and scholars interested in the state of the public performance and productivity field.

Author Biography

Marc Holzer has been a leader in the public productivity and performance field since the early 1970s. He is the founder of the National Center for Public Performance and the editor-in-chief of the international journal Public Performance and Management Review. His more than 600 scholarly publications address a wide range of strategic approaches to the measurement and improvement of public services. Dr. Holzer is distinguished professor at the Institute for Public Service at Suffolk University–Boston, and was the founding dean of the School of Public Affairs and Administration at Rutgers University. He is a past president of the American Society for Public Administration.Andrew Ballard is a research fellow and instructor at the Rutgers University–Newark School of Public Affairs and Administration and a contributing fellow at the Suffolk University National Center for Public Performance (NCPP). Andrew's research focuses on the organizational and psychological barriers to the use of performance information in public organizations. He regularly teaches courses on performance management, applied research design, and public management. Andrew received his doctorate in public administration at the Rutgers University–Newark School of Public Affairs and Administration.

Table of Contents

IntroductionMarc Holzer and Andrew BallardSection I: What Works, What Does Not, What to Avoid1. Three Parallel Movements to Improve Government Decision Making: Performance, Evidence, and Behavioral Public AdministrationJohn M. Kamensky2. Approaches to Improving Performance in Government: Making Sense of Where We've Been and What's Next?Kathryn Newcomer and Clint Brass3. Public Performance: Some Reflections and Lessons LearnedGeert Bouckaert4. How to Judge the Quality of a Government Performance Management System Prajapati Trivedi5. Launching and Sustaining a Performance Management System: Some SuggestionsLyle D. Wray6. Performance Management: Back to BasicsMark D. Abrahams7. Winning Hearts and Minds for Performance ManagementChris McMillan8. Why Strategic Initiatives Fail - Lessons from a PractitionerVan Badzik9. Performance-Informed Management: Lessons LearnedKatherine Barrett and Richard Greene10. Learning from Performance Improvement: The New Zealand Experience and Insights on How a Performance System Survives Barbara AllenSection II: Managing for High Performance11. Sustaining Performance in the Public Sector: What is Needed from Public ManagersEvan Berman12. Management Things We Never TellBrian Elms13. Linking Strategic Planning and Performance Management in Government Agencies and Impacts on Organizational PerformanceÅge Johnsen and Stephen Affleck Reid14. Accountability: What Does It Mean, Constructively Managing It, and Avoiding the Blame and Claim GameShelley H. Metzenbaum15. A Shotgun Marriage? Performance Management in the Hybridized GovernmentJarmo Vakkuri, Jan-Erik Johanson, and Tomi RajalaSection III: Measurement and Analysis to Guide Performance Programs16. Evaluation Guide for Public Service Program ManagersHarry Hatry17. Evidence-Based Practice and Performance: You Can't Always Get What You Want, but Sometimes You Get What You NeedJeremy L. Hall18. Data Science Contributions to Performance ManagementGregory Dobler and Maria P. Aristigueta19. The Psychology of Information: Pitfalls and Potential in the Use of Performance DataAndrew Ballard Section IV: Financing Performance 20. Allocation Tools, Productivity, and PerformanceDonijo Robbins and Andrew Crosby21. Organizational Effectiveness after Budget Cuts: Disentangling the Effects of Performance Measurement and Performance ManagementHala Altamimi and Benedict S. Jimenez22. Performance Budgeting: Linking Administrative Strategies to Budgetary OutcomesJingyuan Xu and XiaoHu Wang23. Best-Practice Cases on Performance Budgeting in German and Dutch Local GovernmentJan van Helden and Christoph Reichard24. Sector Specific Financial Indicators for Improved Productivity and PerformanceAndrew Crosby and Donijo RobbinsSection V: Managing Human Resources for Peak Performance25. Harnessing Human Capital for Peak Performance: How Emotion Work Strengthens the Citizen-State Encounter Mary E. Guy26. The Effects of Pay, Education, Training, and Working Hours on Public Sector PerformanceJeannette Taylor, Thuy Hang Duong and Saul TaylorSection VI: Applying Twenty-first Century Organizational Tools27. The Effects of Pay, Education, Training, and Working Hours on Public Sector PerformanceAlan Shark28. Public-Private Partnerships: Promises, Productivity and Performance Lessons from Infrastructure Technologies Graeme Hodge and Carsten Greve29. Applying Competencies: State Capability Enhancement ProjectSampath Kumar, Aroon P. Manoharan, and Jayasharadha ChandrakalatharanSection VII: Accessing and Adapting Best Practices30. Benchmarking for Performance ImprovementDavid N. Ammons31. Best Practices: Adapting Award-Winning Performance InnovationsPatria de Lancer Julnes and Marc Holzer32. Teaching PerformanceMarc Holzer and Andrew Ballard

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