Performance measurement in the public sector: strategies to cope with the risks of performance measurement
By Hans de Bruijn. 2002
305 citations recorded by the source corpus.
Subfields: Applied Psychology, Management Information Systems, Public Administration
View Paper: https://www.semanticscholar.org/paper/b39b1613e0b6ab6872c9d88876293f1318830403
How researchers see this paper
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In Applied Psychology
In Management Information Systems
- F. Verbeeten
- Étienne Charbonneau
- Jiju Antony
- Hannu Rantanen
- Gregg G. Van Ryzin
- Antti Lönnqvist
- Paula Kujansivu
- Harri I. Kulmala
In Public Administration
- F. Verbeeten
- Étienne Charbonneau
- Jiju Antony
- Hannu Rantanen
- Gregg G. Van Ryzin
- Antti Lönnqvist
- Paula Kujansivu
- Harri I. Kulmala
Citations in the corpus
- Performance management in the public sector (2009, background): “They very quickly achieved and maintained a 100 per cent record by making “informal” offers until a satisfactory offer was made which would then be formalised and “counted” ( De Bruijn, 2002”
- THE USE OF PERFORMANCE MEASUREMENT SYSTEMS IN THE PUBLIC SECTOR: EFFECTS ON PERFORMANCE (2014, background): “Against this background, public sector managers are likely to see NPM-type performance measurement practices as an ill-advised intrusion into their professional responsibility, especially in distortion-sensitive organizations (cf. De Bruijn, 2002; Van Thiel & Leeuw, 2002).”
- Performance measurement systems in the Finnish public sector (2007, background): “According to de Bruijn (2002), the positive effects of performance measurement include increased transparency, incentives for output, and improved accountability, while the negative effects may include game playing, increased internal bureaucracy, and decreased motivation and innovativeness.”
- Benchmarks and Citizen Judgments of Local Government Performance: Findings from a survey experiment (2015, methodology): “One of the main uses of performance information, out of many possible uses identified by Van Dooren et al. (2010:98), is to increase accountability (Berman and Wang 2000:417; de Bruijin 2002:580–581).”