Understanding perverse effects of public sector performance measurement

Management Science

Keywords

Performance measurement, public sector, dysfunctionality

Research output: Working paper

Published

Standard

Understanding perverse effects of public sector performance measurement. / Pidd, M.
Lancaster University: The Department of Management Science, 2005. (Management Science Working Paper Series).

Research output: Working paper

Harvard

Pidd, M 2005 'Understanding perverse effects of public sector performance measurement' Management Science Working Paper Series, The Department of Management Science, Lancaster University.

APA

Pidd, M. (2005). Understanding perverse effects of public sector performance measurement. (Management Science Working Paper Series). The Department of Management Science.

Vancouver

Pidd M. Understanding perverse effects of public sector performance measurement. Lancaster University: The Department of Management Science. 2005. (Management Science Working Paper Series).

Author

Pidd, M. / Understanding perverse effects of public sector performance measurement. Lancaster University : The Department of Management Science, 2005. (Management Science Working Paper Series).

Bibtex

@techreport{463266c94f4a46a1a3b0eef16fcd5e98,

title = "Understanding perverse effects of public sector performance measurement",

abstract = "It is well-known that using performance measurement systems in public services can lead to dysfunctional consequences even when people operate with the best of intentions. Nevertheless, the same mistakes are made time and time again. In the hope that understanding why things go wrong may help reduce future mistakes, this paper examines some of the underlying reasons for this dysfunctionality, applying a range of theoretical insights to do so. It bases its argument on UK experiences, but these are transferable to other countries intent on similar measurement schemes. Its argument will be of value to those who wish to improve the performance of performance measurement systems in public services, to those who wish to understand why things can go wrong and to those who'd rather not be hurt when things go wrong.",

keywords = "Performance measurement, public sector, dysfunctionality",

author = "M Pidd",

year = "2005",

language = "English",

series = "Management Science Working Paper Series",

publisher = "The Department of Management Science",

type = "WorkingPaper",

institution = "The Department of Management Science",

}

RIS

TY - UNPB

T1 - Understanding perverse effects of public sector performance measurement

AU - Pidd, M

PY - 2005

Y1 - 2005

N2 - It is well-known that using performance measurement systems in public services can lead to dysfunctional consequences even when people operate with the best of intentions. Nevertheless, the same mistakes are made time and time again. In the hope that understanding why things go wrong may help reduce future mistakes, this paper examines some of the underlying reasons for this dysfunctionality, applying a range of theoretical insights to do so. It bases its argument on UK experiences, but these are transferable to other countries intent on similar measurement schemes. Its argument will be of value to those who wish to improve the performance of performance measurement systems in public services, to those who wish to understand why things can go wrong and to those who'd rather not be hurt when things go wrong.

AB - It is well-known that using performance measurement systems in public services can lead to dysfunctional consequences even when people operate with the best of intentions. Nevertheless, the same mistakes are made time and time again. In the hope that understanding why things go wrong may help reduce future mistakes, this paper examines some of the underlying reasons for this dysfunctionality, applying a range of theoretical insights to do so. It bases its argument on UK experiences, but these are transferable to other countries intent on similar measurement schemes. Its argument will be of value to those who wish to improve the performance of performance measurement systems in public services, to those who wish to understand why things can go wrong and to those who'd rather not be hurt when things go wrong.

KW - Performance measurement

KW - public sector

KW - dysfunctionality

M3 - Working paper

T3 - Management Science Working Paper Series

BT - Understanding perverse effects of public sector performance measurement

PB - The Department of Management Science

CY - Lancaster University

ER -

Research

Keywords