The Public Productivity and Performance Handbook (Hardcover, 3 ed)

Acknowledgements List of Contributors Introduction Marc Holzer and Andrew Ballard Section I: What Works, What Does Not, What to Avoid 1: Three Parallel Movements to Improve Government Decision Making: Performance, Evidence, and Behavioral Public Administration John M. Kamensky 2: Approaches to Improving Performance in Government: Making Sense of Where We’ve Been and What’s Next? Kathryn Newcomer and Clint Brass 3: Public Performance: Some Reflections and Lessons Learned Geert Bouckaert 4: How to Judge the Quality of a Government Performance Management System Prajapati Trivedi 5: Launching and Sustaining a Performance Management System: Some Suggestions Lyle D. Wray 6: Performance Management: Back to Basics Mark D. Abrahams 7: Winning Hearts and Minds for Performance Management Chris McMillan 8: Why Strategic Initiatives Fail - Lessons from a Practitioner Van Badzik 9: Performance-Informed Management: Lessons Learned Katherine Barrett and Richard Greene 10: Learning from Performance Improvement: The New Zealand Experience and Insights on How a Performance System Survives Barbara Allen Section II: Managing for High Performance 11: Sustaining Performance in the Public Sector: What is Needed from Public Managers Evan Berman 12: Management Things We Never Tell Brian Elms 13: Linking Strategic Planning and Performance Management in Government Agencies and Impacts on Organizational Performance Age Johnsen and Stephen Affleck Reid 14: Accountability: What Does It Mean, Constructively Managing It, and Avoiding the Blame and Claim Game Shelley H. Metzenbaum 15: A Shotgun Marriage? Performance Management in the Hybridized Government Jarmo Vakkuri, Jan-Erik Johanson, and Tomi Rajala Section III: Measurement and Analysis to Guide Performance Programs 16: Evaluation Guide for Public Service Program Managers Harry Hatry 17: Evidence-Based Practice and Performance: You Can’t Always Get What You Want, but Sometimes You Get What You Need Jeremy L. Hall 18: Data Sciences Contribution to Performance Management Gregory Dobler and Maria P. Aristigueta 19: The Psychology of Information: Pitfalls and Potential in the Use of Performance Data Andrew Ballard and Emily Kayser Section IV: Financing Performance 20:Allocation Tools, Productivity, and Performance Donijo Robbins and Andrew Crosby 21:Organizational Effectiveness after Budget Cuts: Disentangling the Effects of Performance Measurement and Performance Management Hala Altamimi and Benedict S. Jimenez 22:Performance Budgeting: Linking Administrative Strategies to Budgetary Outcomes Jingyuan Xu and XiaoHu Wang 23:Best-Practice Cases on Performance Budgeting in German and Dutch Local Government Jan van Helden and Christoph Reichard 24: Sector Specific Financial Indicators for Improved Productivity and Performance Andrew Crosby and Donijo Robbins Section V: Managing Human Resources for Peak Performance 25: Harnessing Human Capital for Peak Performance: How Emotion Work Strengthens the Citizen-State Encounter Mary E. Guy 26: The Effects of Pay, Education, Training, and Working Hours on Public Sector Performance Jeannette Taylor, Thuy Hang Duong and Saul Taylor Section VI: Applying Twenty-first Century Organizational Tools 27: The Effects of Pay, Education, Training, and Working Hours on Public Sector Performance Alan Shark 28: Public-Private Partnerships: Promises, Productivity and Performance Lessons from Infrastructure Technologies Graeme Hodge and Carsten Greve 29: Applying Competencies: State Capability Enhancement Project Sampath Kumar, Aroon P. Manoharan, and Jayasharadha Chandrakalatharan Section VII: Accessing and Adapting Best Practices 30: Benchmarking for Performance Improvement David N. Ammons 31: Best Practices: Adapting Award-Winning Performance Innovations Patria de Lancer Julnes and Marc Holzer 32: Teaching Performance Marc Holzer and Andrew Ballard