Incentives and their dynamics in public sector performance management systems

By Carolyn J. Heinrich, G. Marschke. 2010

298 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems, Public Administration

View Paper: https://www.semanticscholar.org/paper/7d144004c879a16f35ad1729e020e855356da25d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. M. Fares Hout
2. Stuart W. Elliott
3. W. Firestone
4. P. Koning
5. Carolyn J. Heinrich
6. Jiaqi Liang
7. L. Langbein

In Management Information Systems

1. M. Fares Hout
2. Stuart W. Elliott
3. W. Firestone
4. L. Edwards
5. Jiaqi Liang
6. L. Langbein

In Public Administration

1. M. Fares Hout
2. Stuart W. Elliott
3. W. Firestone
4. L. Edwards
5. Carolyn J. Heinrich
6. Jiaqi Liang
7. L. Langbein
8. Gregg G. Van Ryzin

Citations in the corpus

• Teacher Evaluation Policy and Conflicting Theories of Motivation (2014, background): “…how to “game” the system, which requires constant adjusting of incentives in challenging ways; and that across all public sectors, performance-based incentives work best among lower-level employees and in medicine (Burgess & Ratto, 2003; Heinrich & Marschke, 2010; Perry, Engbers, & Jun, 2009).”
• Cream Skimming, Parking, and Other Intended and Unintended Effects of High-Powered, Performance-Based Contracts (2013, background): “…nonmanual work; multiple principals and group dynamics; political and environmental influences and interdependencies; and nonstandardized outputs that make precise measurement of performance challenging and costly (Blank, 2000; Brown & Potoski, 2003; Dixit, 2002; Heinrich & Marschke, 2010).”
• Incentives and Test-Based Accountability in Education (2011, methodology): “The successor to this act, the Workforce Investment Act, currently uses a combination of 17 performance measures to provide incentives to local employment and training centers (Heinrich and Marschke, 2010).”
• Does Performance Management Lead to Better Outcomes? Evidence from the U.S. Public Transit Industry (2013, background): “…performance and, in particular, better outcomes is almost universal among proponents and critics of the performance movement (Ammons 1995; Behn 2003; Epstein 1984; Halachmi and Bouckaert 1996; Hatry 2006; Heinrich and Marschke 2010; Moynihan 2008; Poister 2003; Radin 2006; Wholey and Hatry 1992).”
• Performance Management, High-Powered Incentives, and Environmental Policies in China (2015, background): “…key role of extrinsic, monetary values in simple versions of principal-agent theory (e.g., Brehm and Gates 1997; Davis, Schoorman, and Donaldson 1997; Dilulio 1994; Heinrich and Marschke 2010; Langbein 2010; Perry and Porter 1982; Radin 2006; Rainey 1982; Van Slyke 2007; Waterman and Meier 1998).”