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Public Money & Management Volume 18, 1998 - Issue 3
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Original Article

Performance Information, Accountability and Executive Agencies

Noel S. Hyndman School of Management, University of Ulster, Jordanstown
&
Robert Anderson Faculty of Business, Brock University, Canada
Pages 23-30 | Published online: 15 Mar 2010

Citations (18)

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Read on this site (6)

Tarek Rana, Zahirul Hoque & Kerry Jacobs. (2019) Public sector reform implications for performance measurement and risk management practice: insights from Australia. Public Money & Management 39:1, pages 37-45.
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Dimitrios Askounis, Kostas Ergazakis, Maria Mavri & Andry Toska. (2016) Estimating the Performance of Local Authorities as a Measure to Overpass the Financial Crisis: The Greek Case Study. International Journal of Public Administration 39:14, pages 1109-1124.
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Colin Talbot. (2008) Performance Regimes—The Institutional Context of Performance Policies. International Journal of Public Administration 31:14, pages 1569-1591.
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StevenP. Jones. (2005) Five faults and a submission: The case for the local government improvement programme. Local Government Studies 31:5, pages 655-676.
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Colin Talbot. (2004) Executive Agencies: Have They Improved Management in Government?. Public Money & Management 24:2, pages 104-112.
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Steven Jones. (2004) Improving Local Government Performance: One Step Forward not Two Steps Back. Public Money & Management 24:1, pages 47-55.
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Articles from other publishers (12)

Prae Keerasuntonpong, Pavinee Manowan & Wasatorn Shutibhinyo. (2019) Reforming government public accountability: the case of Thailand. Journal of Public Budgeting, Accounting & Financial Management 31:2, pages 237-263.
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Natchanont Komutputipong & Prae Keerasuntonpong. (2019) Accountability perception of Thai Government: to whom and what counts. Journal of Public Budgeting, Accounting & Financial Management 31:1, pages 45-65.
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Prae Keerasuntonpong & Carolyn Cordery. (2016) How might normative and mimetic pressures improve local government service performance reporting?. Accounting & Finance 58:4, pages 1169-1200.
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Jan van Helden & Christoph Reichard. 2016. Performance Measurement and Management Control: Contemporary Issues. Performance Measurement and Management Control: Contemporary Issues 309 351 .
Ana Yetano. (2009) Managing Performance at Local Government Level: The Cases of the City of Brisbane and the City of Melbourne. Australian Journal of Public Administration 68:2, pages 167-181.
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Janet Lee. (2008) PREPARING PERFORMANCE INFORMATION IN THE PUBLIC SECTOR: AN AUSTRALIAN PERSPECTIVE. Financial Accountability & Management 24:2, pages 117-149.
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Mathias E. Brun & John Philipp Siegel. (2006) What does appropriate performance reporting for political decision makers require?. International Journal of Productivity and Performance Management 55:6, pages 480-497.
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Rachel Ashworth, Tom Entwistle, Julian Gould‐Williams & Michael Marinetto. (2005) Perspectives on the Management of Public Sector Organisations. Management Research News 28:9, pages 1-77.
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Ciaran Connolly & Noel Hyndman. (2004) Performance reporting: a comparative study of British and Irish charities. The British Accounting Review 36:2, pages 127-154.
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Robin Holt & Andrew Graves. (2001) Benchmarking UK Government Procurement Performance in Construction Projects. Measuring Business Excellence 5:4, pages 13-21.
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Noel Hyndman & Ron Eden. (2000) A study of the coordination of mission, objectives and targets in U.K. executive agencies. Management Accounting Research 11:2, pages 175-191.
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Colin Talbot. (2016) Public Performance - towards a new model?. Public Policy and Administration 14:3, pages 15-34.
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