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Public Policy and Performance Management in Democratic Systems: Theory and Practice

Performance Management in the Public Sector: The State of ArtIntroductionThe NPM Movement and ReformsPerformance Management: Core CharacteristicsPerformance Management Systems and ReformsPerformance-Based Policy Making, Accountability, and MonitoringPerformance-Based Micro-ManagementCore Pathologies of Performance Management Systems: Gaming and DistortionSummaryPoints for PractitionersReferencesPerformance Management, Gaming, and Monitoring in Democratic SystemsIdentifying the ProblemsTheoretical FrameworkAccountability in Democratic Systems: Applications of the ModelPublic Sector Versus Private Sector: Implications for the ModelInteraction 1: The Public Versus Senior AdministratorsInteraction 2: Politicians Versus Senior AdministratorsInteraction 3: Senior Administrators Versus Mid-level BureaucratsAn Integrated AnalysisHow Can We Reduce Gaming Behavior?SummaryPoints for PractitionersReferencesPerformance Management, Managerial Quality, and Government Performance: A Cross-Country Quantitative AnalysisIntroductionPerformance Management and Government Performance: A Theoretical FrameworkResearch DesignResearch Model and HypothesesSampleData Sources and Measurement MethodMeasuresPerformance ManagementManagement Quality and Government EffectivenessDecentralizationResource AvailabilityCoordination InitiativesCitizens’ TRUSTMain Trends Among OECD Countries: A Deep Look into the Research VariablesPerformance Management Practices Among OECD CountriesManagement Quality and Government Effectiveness Among OECD CountriesDecentralization, Resource Availability, and Coordination Among OECD CountriesTRUST Among OECD CountriesPerformance Management, Management Quality, and Government Performance in OECD Countries: An Empirical AnalysisData AnalysisMain FindingsAn Integrated AnalysisSummaryPoints for PractitionersReferencesA Framework for Strategic Performance Management for the Public Sector Using the Analytic Hierarchy ProcessToward Strategic Performance ManagementPerformance Management and AHP in the Public SectorPlanning and Using Performance Management in the Public SectorApplying the AHP Method in the Public SectorPlanning a Performance Management System Using the AHPA Comprehensive Framework for Planning a Performance Management SystemAssigning Weights Using the AHP MethodologyThe Performance Management Strategic Framework in the Context of Strategic Planning and Management (Balanced Scorecards, Key Performance Indicators)Strategic Management Using Balanced Scorecards, Key Performance Indicators and Benchmarks, and Lean Management in the Public Sector - A Critical ReviewThe Performance Management Strategic Framework: Main AdvantagesSummaryPoints for PractitionersReferencesIntegrating Performance Management into the Policy Process via Institutional Analysis FrameworkIntroductionChallenges and Barriers in Planning and Implementing Public Sector Reforms: A New Institutionalism FrameworkDynamics and Mechanisms of Institutional ChangeA New Institutionalism Framework of Public Sector ReformsPerformance Management Reforms in the Context of New InstitutionalismThe Politics of Performance Management ReformsThe Role and Strategies of Senior Public Administrators and Institutional Entrepreneurs in Performance Management ReformsPerformance Management Reforms in a Comparative Perspective: A New Institutionalism AnalysisSummaryPoints for PractitionersReferencesPerformance Management in the Public Sector, Effective Governance, and DemocracyIntroductionDemocracy in the Twenty-First Century - The Challenge of Accountability and Public ResponsibilityThe Essence of the Performance Management Approach: How Does It Actually Work?A Performance Management Policy Approach: The Planning Phase and Policy InstrumentsA Performance Management Policy Approach: The Implementation Phase and Analysis of Institutional and Policy ChangesSummaryPoints for PractitionersReferences
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