Handbook on Performance Management in the Public Sector

Edited by Deborah Blackman, Professor of Public Sector Management Strategy, Public Service Research Group, School of Business, UNSW Canberra, Australia

• Contents:1 Reinventing performance management in the public sector 1Jane Gunn, Kristy Zwickert and Kathy HilyardPART I GOVERNANCE AND SYSTEMS: WHY PUBLIC SECTORPERFORMANCE RESEARCH APPROACHES ARE CHANGING2 Not my problem: the impact of siloed performance management onpolicy design and implementation 28Sue Olney3 Applying behavioural science to performance management 42Donald Moynihan4 Performance measures for governance systems 55Sharron O’Neill and Jim Rooney5 How can public service performance management be understood ata systems level? 72Karen Gardner6 Causes of gaming in performance management 82Jeannette Taylor7 A test of wills? Exploring synecdoche and gaming in the nationalliteracy and numeracy performance monitoring regime 96Joseph Drew and Janine O’Flynn8 Managing the complexity of outcomes: a new approach to performancemeasurement and management 111Max French, Toby Lowe, Rob Wilson, Mary-Lee Rhodes and Melissa HawkinsPART II ORGANIZATIONS AND EMPLOYEES: PERFORMANCEMANAGEMENT AND CAPABILITY DEVELOPMENT –THE AGENDA OF THE FUTURE?9 Prospects for more informal and continuous performance conversationsin the Australian Public Service 140Michael O’Donnell10 The changing nature of work: time to return to performance fundamentals? 152Helen Dickinson and Janine O’Flynn11 Assessing organization performance in public sector systems: lessonsfrom Canada’s MAF and New Zealand’s PIF 169Barbara Allen, Evert Lindquist and Elizabeth Eppel12 Making performance management work in developing countriesthrough system integration: the perspective from Ghana 185Frank Louis Kwaku Ohemeng13 The high performance government organization: a different approach toeffective improvement 209André de Waal and Paul Jan Linker14 Performance management and common purpose: rethinking solutions tointer-organizational working 229Fiona Buick15 Who is accountable for capability development? 249Samantha Johnson16 Modern employee performance management in the U.S. Federal Government 259Rebecca S. Ayers17 Using performance management to drive employee engagement in thepublic sector 276Edward M. Mone and Manuel London18 Designing performance management to be an ethical tool 294Deborah Blackman, Fiona Buick and Michael O’Donnell19 Conclusion to the Handbook on Performance Management in the Public Sector 308Deborah Blackman, Fiona Buick, Karen Gardner, Miriam Glennie, SamanthaJohnson, Michael O’Donnell and Sue OlneyIndex

'This is a timely and wide-ranging collection, bringing systems thinking and multi-level analysis to the framing and the analysis of performance management in public organizations. This is a valuable contribution, encouraging the reader to reflect continually on the purposes and goals of performance management in any particular context.'