Record Details

Are We Driving Strategic Results or Metric Mania? Evaluating Performance in the Public Sector

International Public Management Review

View Archive Info
 
 
Field Value
 
Title Are We Driving Strategic Results or Metric Mania? Evaluating Performance in the Public Sector
 
Creator Casey, William
Peck, Wendi
Webb, Natalie J.
Quast, Phil
 
Description A strategy is irrelevant if you cannot implement it. That is the collective realization of public and private leaders after decades of obsession with strategy and strategic thinking. That realization has led to a voracious market for ideas on execution, alignment around strategy and predictable achievement of strategic results. Many performance management systems or tools, all meant to help organizational leaders implement their strategic goals and objectives, fail to provide results. We suggest a framework in which strategic and operational goals can be translated into a handful of meaningful metrics that we define as whole goals. Whole goals can then used to drive decision-making and to hold leadership accountable for achieving measurable results. We believe the ability of a public organization to measure and evaluate its performance is of critical importance if today’s leaders and managers are expected to promote successful execution of organizational strategic goals and objectives.
 
Publisher International Public Management Review
 
Contributor —
 
Date 2014-03-21
 
Type info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
Peer-reviewed Article
 
Format application/pdf
 
Identifier http://journals.sfu.ca/ipmr/index.php/ipmr/article/view/57
 
Source International Public Management Review; Vol 9, No 2 (2008); 90-106
1662-1387
 
Language eng
 
Relation http://journals.sfu.ca/ipmr/index.php/ipmr/article/view/57/57
 
Rights Authors who publish with this journal agree to the following terms:1. Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License that allows others to share the work for non-commercial use with an acknowledgement of the work's authorship and initial publication in this journal.2. Authors and IPMR are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository, distribute it via EBSCO, or publish it in a book), with an acknowledgement of its initial publication in this journal.