Public Policy and Performance Management in Democratic Systems (eBook)

Shlomo Mizrahi is Associate Professor at the Department of Public Policy and Administration, Ben-Gurion University of the Negev, Israel. Together with Eran Vigoda-Gadot, he is the author of Managing Democracies in Turbulent Times – Trust, Performance, and Governance in Modern States.

Public Policy andPerformance Management in Democratic Systems 3
Preface 5
Contents 7
List of Figures 11
List of Tables 12
1 Introduction 13
References 21
2 Performance Management in the Public Sector: The State of Art 23
2.1 Introduction 23
2.2 The NPM Movement and Reforms 24
2.3 Performance Management: Core Characteristics 26
2.4 Performance Management Systems and Reforms 29
2.5 Performance-Based Policy Making, Accountability, and Monitoring 31
2.6 Performance-Based Micro-Management 36
2.7 Core Pathologies of Performance Management Systems: Gaming and Distortion 39
2.8 Summary 41
2.9 Points for Practitioners 42
References 43
3 Performance Management, Gaming, and Monitoring in Democratic Systems 49
3.1 Identifying the Problems 49
3.2 Theoretical Framework 51
3.3 Accountability in Democratic Systems: Applications of the Model 55
3.3.1 Public Sector Versus Private Sector: Implications for the Model 55
3.3.2 Interaction 1: The Public Versus Senior Administrators 57
3.3.3 Interaction 2: Politicians Versus Senior Administrators 61
3.3.4 Interaction 3: Senior Administrators Versus Mid-level Bureaucrats 62
3.4 An Integrated Analysis 63
3.5 How Can We Reduce Gaming Behavior? 69
3.6 Summary 71
3.7 Points for Practitioners 71
References 72
4 Performance Management, Managerial Quality, and Government Performance: A Cross-Country Quantitative Analysis 77
4.1 Introduction 77
4.2 Performance Management and Government Performance: A Theoretical Framework 79
4.3 Research Design 83
4.3.1 Research Model and Hypotheses 83
4.3.2 Sample 84
4.3.3 Data Sources and Measurement Method 84
4.3.4 Measures 86
Performance Management 86
Management Quality and Government Effectiveness 87
Decentralization 88
Resource Availability 88
Coordination Initiatives 88
Citizens’ TRUST 89
4.4 Main Trends Among OECD Countries: A Deep Look into the Research Variables 89
4.4.1 Performance Management Practices Among OECD Countries 89
4.4.2 Management Quality and Government Effectiveness Among OECD Countries 93
4.4.3 Decentralization, Resource Availability, and Coordination Among OECD Countries 94
4.4.4 TRUST Among OECD Countries 96
4.5 Performance Management, Management Quality, and Government Performance in OECD Countries: An Empirical Analysis 97
4.5.1 Data Analysis 97
4.5.2 Main Findings 97
4.6 An Integrated Analysis 102
4.7 Summary 104
4.8 Points for Practitioners 105
References 106
5 A Framework for Strategic Performance Management for the Public Sector Using the Analytic Hierarchy Process 110
5.1 Toward Strategic Performance Management 110
5.2 Performance Management and AHP in the Public Sector 113
5.2.1 Planning and Using Performance Management in the Public Sector 113
5.2.2 Applying the AHP Method in the Public Sector 114
5.3 Planning a Performance Management System Using the AHP 117
5.3.1 A Comprehensive Framework for Planning a Performance Management System 117
5.3.2 Assigning Weights Using the AHP Methodology 122
5.4 The Performance Management Strategic Framework in the Context of Strategic Planning and Management (Balanced Scorecards, Key Performance Indicators) 125
5.4.1 Strategic Management Using Balanced Scorecards, Key Performance Indicators and Benchmarks, and Lean Management in the Public Sector – A Critical Review 126
5.4.2 The Performance Management Strategic Framework: Main Advantages 128
5.5 Summary 129
5.6 Points for Practitioners 130
Appendix 5.1: Full list of activities and issues subject to auditing 131
Appendix 5.2: An example of one group of questions in the close-ended questionnaire 132
References 134
6 Integrating Performance Management into the Policy Process via Institutional Analysis Framework 138
6.1 Introduction 138
6.2 Challenges and Barriers in Planning and Implementing Public Sector Reforms: A New Institutionalism Framework 139
6.2.1 Dynamics and Mechanisms of Institutional Change 140
6.2.2 A New Institutionalism Framework of Public Sector Reforms 143
6.3 Performance Management Reforms in the Context of New Institutionalism 148
6.4 The Politics of Performance Management Reforms 150
6.5 The Role and Strategies of Senior Public Administrators and Institutional Entrepreneurs in Performance Management Reforms 154
6.6 Performance Management Reforms in a Comparative Perspective: A New Institutionalism Analysis 155
6.7 Summary 158
6.8 Points for Practitioners 159
References 160
7 Performance Management in the Public Sector, Effective Governance, and Democracy 165
7.1 Introduction 165
7.2 Democracy in the Twenty-First Century – The Challenge of Accountability and Public Responsibility 166
7.3 The Essence of the Performance Management Approach: How Does It Actually Work? 169
7.4 A Performance Management Policy Approach: The Planning Phase and Policy Instruments 174
7.5 A Performance Management Policy Approach: The Implementation Phase and Analysis of Institutional and Policy Changes 177
7.6 Summary 179
7.7 Points for Practitioners 180
References 181
Index 184