Internal and external use of performance information in public organizations: results from an international survey

Abstract

This paper analyses how public managers use performance information. A sample of over 3,100 high-level public sector executives from six European countries, provided evidence of significant country variations. Considerable variations were also found in patterns of use in different policy fields; and performance indicators were not used as often in central government as in local and regional government. Implementation of performance management instruments in an organization had a strong effect on the actual use of performance information.

Keywords:

• Accountability
• comparative public administration
• executives
• performance indicators
• performance management

Acknowledgement

The research leading to these results has received funding from the European Community's Seventh Framework Programme under grant agreement No. 266887 (Project COCOPS), Socio-Economic Sciences and Humanities.

Additional information

Notes on contributors

Gerhard Hammerschmid

Gerhard Hammerschmid is Professor of Public and Financial Management, Hertie School of Governance, Berlin, Germany.

Steven Van de Walle

Steven Van de Walle is Professor of Public Administration, Erasmus University Rotterdam, The Netherlands.

Vid Stimac

Vid Stimac is is a Research Associate at the Hertie School of Governance, Germany.