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Public Money & Management Volume 8, 1988 - Issue 4
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Performance measurement

The management of performance in the public sector

Peter Jackson Professor of economics, University of Leicester; Research director of the Public Finance Foundation
Pages 11-16 | Published online: 07 Jan 2009

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Federico Cosenz. (2018) Supporting public sector management through simulation-based methods: a dynamic performance management approach. International Review of Public Administration 23:1, pages 20-36.
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Francis McGeough. (2014) Performance information in the Irish public sector: a comparison with the UK. Public Money & Management 34:3, pages 197-204.
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Peter M. Jackson. (2011) Governance by numbers: what have we learned over the past 30 years?. Public Money & Management 31:1, pages 13-26.
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Geoffrey Heath & James Radcliffe. (2007) Performance Measurement and the English Ambulance Service. Public Money & Management 27:3, pages 223-228.
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Helen Johnson . (2005) Counteracting performativity in schools: the case for laughter as a qualitative and redemptive indicator. International Journal of Children's Spirituality 10:1, pages 81-96.
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George Boyne. (1997) Comparing the performance of local authorities: An evaluation of the audit commission indicators. Local Government Studies 23:4, pages 17-43.
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GarryD. Carnegie & PeterW. Wolnizer. (1996) Enabling accountability in museums. Museum Management and Curatorship 15:4, pages 371-386.
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Emmet Larkin & Angela Close. (1996) Performing well? Referrals to Rampton Hospital in 1993. The Journal of Forensic Psychiatry 7:1, pages 177-184.
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Arthur Midwinter. (1994) Developing performance indicators for local government: The Scottish experience. Public Money & Management 14:2, pages 37-43.
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AnnaJ. Palmer. (1993) Performance measurement in local government. Public Money & Management 13:4, pages 31-36.
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Andrew Likierman. (1993) Performance indicators: 20 early lessons from managerial use. Public Money & Management 13:4, pages 15-22.
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Richard Barnett & Stuart Lowe. (1990) Measuring housing need and the provision of social housing. Housing Studies 5:3, pages 184-194.
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Articles from other publishers (24)

Sandra Matos, Susana Jorge & Patrícia Moura e Sá. (2023) Measuring local public expenditure effectiveness using sustainable development goals. International Journal of Public Sector Management 36:4/5, pages 440-462.
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Michela Arnaboldi, Irvine Lapsley & Ileana Steccolini. (2015) Performance Management in the Public Sector: The Ultimate Challenge. Financial Accountability & Management 31:1, pages 1-22.
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Francis McGeough. (2015) Performance reporting in Ireland: the ongoing gap between rhetoric and reality. International Journal of Public Sector Management 28:1, pages 2-10.
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Jenny M Lewis & Peter Triantafillou. (2012) From performance measurement to learning: a new source of government overload?. International Review of Administrative Sciences 78:4, pages 597-614.
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Reelika Irs & Kulno Türk. (2012) Implementation of the performance‐related pay in the general educational schools of Estonia. Employee Relations 34:4, pages 360-393.
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Paresh Wankhade. (2011) Performance measurement and the UK emergency ambulance service. International Journal of Public Sector Management 24:5, pages 384-402.
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Noelle Jufer, Joanna Daaboul, Jens Bathelt, Daniel Politze, Florent Laroche, Alain Bernard & Andreas Kunz. (2010) Performance Factory in the context of mass customization. Performance Factory in the context of mass customization.
Clare Tilbury & June Thoburn. (2009) Using racial disproportionality and disparity indicators to measure child welfare outcomes. Children and Youth Services Review 31:10, pages 1101-1106.
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. 2008. Public Management and the Metagovernance of Hierarchies, Networks and Markets. Public Management and the Metagovernance of Hierarchies, Networks and Markets 9 86 .
Barbara TownleyDavid J. CooperLeslie Oakes. (2016) Performance Measures and the Rationalization of Organizations. Organization Studies 24:7, pages 1045-1071.
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Barbara Townley. (2002) The Role of Competing Rationalities in Institutional Change. Academy of Management Journal 45:1, pages 163-179.
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Jennifer Law. (2016) Accountability and Annual Reports: The Case of Policing. Public Policy and Administration 16:1, pages 75-90.
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Annabel Jackson. (2001) An evaluation of evaluation: problems with performance measurement in small business loan and grant schemes. Progress in Planning 55:1, pages 1-64.
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James Sheffield & Mary Bowerman. (2016) An emergent audit agenda: comparative lessons drawn from Best Value development in Local Government in Scotland compared with England. Public Policy and Administration 14:3, pages 67-89.
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Garry D. Carnegie & Peter W. Wolnizer. (1996) Enabling accountability in museums. Accounting, Auditing & Accountability Journal 9:5, pages 84-99.
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P.A. Kemp. (2016) Researching Housing Management Performance. Urban Studies 32:4-5, pages 779-790.
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Andrew Goddard & Jackie Powell. (1994) Accountability and Accounting: Using Naturalistic Methodology to Enhance Organizational Control – A Case Study. Accounting, Auditing & Accountability Journal 7:2, pages 50-69.
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Andrew Likierman. (1994) MANAGEMENT ACCOUNTING IN UK CENTRAL GOVERNMENT ? SOME RESEARCH ISSUES. Financial Accountability and Management 10:2, pages 93-115.
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Abby Ghobadian & John Ashworth. (1994) Performance Measurement in Local Government – Concept and Practice. International Journal of Operations & Production Management 14:5, pages 35-51.
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NEIL CARTER & PATRICIA GREER. (2007) EVALUATING AGENCIES: NEXT STEPS AND PERFORMANCE INDICATORS. Public Administration 71:3, pages 407-416.
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Steve Morgan. (1993) PERFORMANCE ASSESSMENT IN HIGHER EDUCATION LIBRARIES. Library Management 14:5, pages 35-42.
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NEIL CARTER. (2007) LEARNING TO MEASURE PERFORMANCE: THE USE OF INDICATORS IN ORGANIZATIONS. Public Administration 69:1, pages 85-101.
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Jenny Harrow & Leslie Willcocks. (2007) PUBLIC SERVICES MANAGEMENT: ACTIVITIES, INITIATIVES AND LIMITS TO LEARNING. Journal of Management Studies 27:3, pages 281-304.
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Arthur Midwinter & Murray McVicar. (1990) Public Libraries and Performance Indicators: Origins, Developments and Issues. Library Review 39:5.
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