Abstracts: April 5th, 2001

Boland T, Fowler A

The International Journal of Public Sector Management, (UK), 2000 Vol 13 No 5
Start page: 417.No of pages: 30

Analyses performance measurement in the UK public sector; investigates their systemic inadequacies and critically evaluates the related concepts of Performance-measurement and Performance Improvement Initiatives.. Focuses on the areas of education, health and the police service; highlights the results of using performance indicators for accountability and resource allocation. Uses a systemic understanding of the terms efficiency, effectiveness and economy; outlines how outputs and outcomes feed into and influence other parts of the system (sub-systems). Analyses the results of negative and positive feedback systems; highlights education as having a dominant positive feedback sequence; believes that this will lead to long-term instability. Features the situation in the National Health Service; looks at the sub-systems and describes how the outputs and outcomes feed into each other in a closed loop system. Argues how the public sector is not the same as the private sector; believes that in attempting to exert feedback control there is a danger of initiating positive feedback loops with disastrous consequences.

Subject(s): PUBLIC SECTOR, PERFORMANCE INDICATORS, RESOURCES, ACCOUNTABILITY, STAKEHOLDERS, EDUCATION, NATIONAL HEALTH SERVICE, EFFICIENCY
Style: Wholly theoretical
ISSN: 0951-3558. Reference: 29AY442

Reproduced by permission of Anbar Management Intelligence
http://www.anbar.co.uk/management/home.htm