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This volume provides a performance compass for today's public managers, helping them to reconstruct the public's confidence in, and support of, government. It examines specific performance management strategies, including those dealing with quality, employee motivation, and privatization.
List of contents
Introduction -- Performance Foundations -- Productivity and the Process of Organizational Improvement -- A Capacity-Building Framework -- The Deadly Sins in Public Administration -- Humanizing Public Administration -- Initiating Change that Perseveres -- Turnaround at the Alabama Rehabilitation Agency -- Common Barriers to Productivity Improvement in Local Government -- Recognizing Management Technique Dysfunctions -- Performance Strategies -- Municipal Management Tools from 1976 to 1993 -- Putting a Powerful Tool to Practical Use -- Reorganizations and Reforms -- MBO in State Government -- Motivational Programs and Productivity Improvement in Times of Limited Resources -- A Technique for Controlling Quality -- Adapting Total Quality Management (TQM) to Government -- Computer Technology and Productivity Improvement -- Organizational Decline and Cutback Management -- An Empirical Study of Competition in Municipal Service Delivery -- Performance Measurement -- Excellence in Public Service—How Do You Really Know? -- The Self-Evaluating Organization -- Program Evaluation and Program Management -- Performance Measurement Principles and Techniques -- Measuring State and Local Government Performance -- Developing Performance Indicators for the Pennsylvania Department of Transportation
About the author
Richard Kearney
Summary
This volume provides a performance compass for today's public managers, helping them to reconstruct the public's confidence in, and support of, government. It examines specific performance management strategies, including those dealing with quality, employee motivation, and privatization.
