Public Policy and Performance Management in Democratic Systems: Theory and Practice
Public Policy andPerformance Management in Democratic Systems -- Preface -- Contents -- List of Figures -- List of Tables -- 1 Introduction -- References -- 2 Performance Management in the Public Sector: The State of Art -- 2.1 Introduction -- 2.2 The NPM Movement and Reforms -- 2.3 Performance Management: Core Characteristics -- 2.4 Performance Management Systems and Reforms -- 2.5 Performance-Based Policy Making, Accountability, and Monitoring -- 2.6 Performance-Based Micro-Management -- 2.7 Core Pathologies of Performance Management Systems: Gaming and Distortion -- 2.8 Summary -- 2.9 Points for Practitioners -- References -- 3 Performance Management, Gaming, and Monitoring in Democratic Systems -- 3.1 Identifying the Problems -- 3.2 Theoretical Framework -- 3.3 Accountability in Democratic Systems: Applications of the Model -- 3.3.1 Public Sector Versus Private Sector: Implications for the Model -- 3.3.2 Interaction 1: The Public Versus Senior Administrators -- 3.3.3 Interaction 2: Politicians Versus Senior Administrators -- 3.3.4 Interaction 3: Senior Administrators Versus Mid-level Bureaucrats -- 3.4 An Integrated Analysis -- 3.5 How Can We Reduce Gaming Behavior? -- 3.6 Summary -- 3.7 Points for Practitioners -- References -- 4 Performance Management, Managerial Quality, and Government Performance: A Cross-Country Quantitative Analysis -- 4.1 Introduction -- 4.2 Performance Management and Government Performance: A Theoretical Framework -- 4.3 Research Design -- 4.3.1 Research Model and Hypotheses -- 4.3.2 Sample -- 4.3.3 Data Sources and Measurement Method -- 4.3.4 Measures -- Performance Management -- Management Quality and Government Effectiveness -- Decentralization -- Resource Availability -- Coordination Initiatives -- Citizens' TRUST -- 4.4 Main Trends Among OECD Countries: A Deep Look into the Research Variables