Performance management 40 years on: a review. Some key decisions and consequences

Abstract

This paper reviews the past four decades of experience of performance management (PM). Beginning with a brief history of its international spread and development, a short section on conceptual issues is followed by a strategic analysis of the research thus far. From this analysis is extracted a set of key decisions which must be made for any PM system. Each decision has significant consequences, and none are purely technical (though they may occasionally be represented as such). In many cases difficult trade-offs are inevitable.

Keywords:

• Indicators
• international experience
• key decisions
• management
• performance

Additional information

Notes on contributors

Christopher Pollitt

Christopher Pollitt is Emeritus Professor, Leuven Institute of Public Governance, Belgium.