The Roles of Performance Measurement in the Public Sector
Supervisor: Dr Pietro Micheli
Project title: The roles of performance measurement in the public sector
Applications are invited for this research project, offered by the Centre for Business Performance, the leading research centre on performance management in Europe.
Following the introduction of ‘New Public Management’ reforms in several countries, considerable attention has been paid to performance measurement by governments. However, despite the substantial resources invested, research shows that performance measurement related initiatives can often fail to bring the intended benefits. If public sector organizations are to improve the services they deliver to citizens, it is crucial to understand how performance measurement and management practices deliver higher performance.
This PhD study will explore the drivers, purposes, benefits and limitations of performance measurement systems in public sector organisations. The findings of this research are expected to have significant theoretical and practical implications.
Applications should have a good first degree in a relevant discipline. Ideally, we are seeking an individual with a background in management, engineering, economics or political science. Experience of working on projects is desirable, although not essential. A relevant specialist masters degree would be an advantage.
References
Behn, R.D. (2003), ‘Why measure performance? Different purposes require different measures’, Public Administration Review, Vol. 63, No. 5, pp. 586-606.
Bovaird, T. And Loeffler, E. (2003), Public management and governance. London: Routledge.
Carter, N., Klein, R. and Day, P. (1992), How organisations measure success - The use of performance indicators in government, London: Routledge.
Cavalluzzo, K.S. and Ittner, C.D. (2004), ‘Implementing performance measurement innovations: Evidence from government’, Accounting, Organizations and Society, Vol. 29, No. 3-4, pp. 243-267.
Hood, C. (1991), ‘A public management for all seasons?’, Public Administration, Vol. 69, pp. 3–19.
Hood, C. (2006), ‘Gaming in Targetworld: The targets approach to managing British public services’, Public Administration Review, Vol. 66, No. 4, pp. 515-521.
Kaplan, R.S. and Norton, D.P., (1992), ‘The Balanced Scorecard - Measures that drive performance’, Harvard Business Review, Vol. 70, No. 1, pp.71-79.
Micheli, P. and Pavlov, A. (2008), ‘Promoting a culture of performance management in public sector organisations’, in KPMG, CAPAM, IPAC and IPAA (eds.), Holy grail or achievable quest? International perspectives on public sector performance management.
Neely, A., Adams, C. and Kennerley, M. (2002), The Performance Prism: The scorecard for measuring and managing business success. London: Financial Times Prentice Hall.
Power, M. (1997), The audit society - Rituals of verification. Oxford: Oxford University Press.
Royal Statistical Society (2005), Performance indicators: Good, bad and ugly. This document can be accessed from the Royal Statistical Society site at: http://www.rss.org.uk.
Smith, P. (1995), ‘On the unintended consequences of publishing performance data in the public sector’, International Journal of Public Administration, Vol. 18, No. 2-3, pp. 277-310.
Contact
Dr Pietro Micheli, Lecturer, Centre for Business Performance
Tel: +44 (0) 1234 751122
Email: p.micheli@cranfield.ac.uk