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Designed to be the definitive statement on social equity theory and practice in public administration.

"This book presents cutting-edge commentaries by leading scholars that address issues of public ethics in the current period of broken politics and challenged legitimacy. The contents of this new edition are completely new and reflect the work of many of the field's leading experts: Carole Jurkiewicz, H. George Frederickson, James Bowman, Rosemary O'Leary, Guy Adams, Danny Balfour, Terry Cooper, and many others. Each of the chapters falls under one of five topical themes: the moral architecture of organizations, reassessing corruption in the twenty-first century, individual volition within public institutions, ethics in nonprofit organizations, and ethical issues in global contexts. Since most chapters address institutional forces that affect organizational and individual behavior, the introductory and concluding chapters demonstrate how institutional matters shape the real world of public service."--Unedited summary from book.

Introduction: The promises of accountability research / Melvin J. Dubnick and H. George Frederickson -- The challenges of multiple accountability: does redundancy lead to overload? / Thomas Schillemans and Mark Bovens -- The tangled web of accountability in contracting networks: the case of welfare reform / Barbara S. Romzek -- Accountability challenges in public sector contracting for complex products / Trevor L. Brown, Matthew Potoski, and David M. Van Slyke -- Accountability for global governance organizations / Jonathan G.S. Koppell -- Performance blight and the tyranny of light? Accountability in advanced performance measurement regimes / Christopher Pollitt -- Does performance measurement actually improve accountability? / Beryl A. Radin -- The accountability environment of U.S. countries / Bonnie J. Johnson, John C. Pierce, and Nicholas P. Lovrich, Jr. -- Accountability institutions and information in the policy-making process / Paul L. Posner and Robert Schwartz -- Accountability and information-technology enactment: a cross-national perspective / Richard K. Ghere -- Blame avoidance and accountability: positive, negative, or neutral? / Christopher Hood -- The challenges of accountability for international nongovernmental and civil-society organizations / Margaret P. Karns, Timothy J. Shaffer, and Richard K. Ghere -- Accountability in the nonprofit sector: abandoning the one-size-fits-all approach / Kevin P. Kearns -- Watching the watchers / Sally Wheeler -- Accountability and voluntary programs / Matthew Potoski and Aseem Prakash -- Accountability in two non-western contexts / Sara R. Jordan -- Accountability and a theory of representation / Ciarán O'Kelly -- Emergent accountability and structuration theory: implications / Kaifeng Yang -- Rethinking the obsession: accountability and the financial crisis / Melvin J. Dubnick and Justin O'Brien -- Conclusion: taking stock and moving forward / Melvin J. Dubnick and H. George Frederickson.

Measuring the Performance of the Hollow State is the first in-depth look at the influence of performance measurement on the effectiveness of the federal government. To do this, the authors examine the influence of the Government Performance and Results Act of 1993 (with consideration of the later Program Assessment Rating Tool of 2002) on federal performance measurement, agency performance, and program outcomes. They focus a systematic examination on five agencies in the U.S. Department of Health and Human Servicesthe Food and Drug Administration, the Centers for Medicare and Medicaid Service

Ordinarily research articles on public sector third-party governance, or the state of agents, turn to the subject of accountability in their conclusions. Rather than leaving it to the conclusions, this article takes up the subject of public sector third-party governance as a problem of accountability. To consider accountability, we studied contemporary performance measurement practices in the federal government, particularly as they are applied in five agencies of the US Department of Health and Human Services. Our findings are presented using a six-part "promises of accountability" heuristic which captured the many and varied uses of accountability in contemporary policy and administration discourse. We found that the characteristics of third parties and the nature of their principal-agent relations are a key determinant of accountability; bureaucratic and hierarchical controls enhance agency and program accountability; building rules and program policies into grants and contracts enhance accountability; agencies that practice lateral trust-based forms of "relational contracting" foster cultures of accountability; auditing and reporting requirements enhance program accountability; federal performance measurement regimes tend to be "top down" and "one size fits all;" federal performance measurement regimes are primarily executive branch forms of accountability; performance measurement often represents attempts to superimpose managerial logic and managerial process on inherently political processes embedded in the separation of powers; there is little evidence that performance-based accountability results in enhancing democratic outcomes or greater justice or equity. Adapted from the source document.