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Performance measurement in the public sector: strategies to cope with the risks of performance measurement

Hans de Bruijn (Faculty of Technology, Policy and Management, Delft University of Technology, Delft, The Netherlands)

International Journal of Public Sector Management

ISSN: 0951-3558

Article publication date: 1 December 2002

13368

Abstract

Many public, professional organizations have introduced performance measurement systems in the belief that they will lead to a transparent organization, offering incentives for performance and able to account for its performance. These systems produce a large number of perverse effects, however. The article presents five successive strategies aimed at preventing these effects where possible: tolerating competing product definitions; banning a monopoly on interpreting production figures; limiting the functions of and forums for performance measurement; strategically limiting the products that can be subjected to performance measurement; and using a process perspective of performance in addition to a product perspective.

Keywords

Citation

de Bruijn, H. (2002), "Performance measurement in the public sector: strategies to cope with the risks of performance measurement", International Journal of Public Sector Management, Vol. 15 No. 7, pp. 578-594. https://doi.org/10.1108/09513550210448607

Publisher

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MCB UP Ltd

Copyright © 2002, MCB UP Limited

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