TY  - JOUR
AB  - Since New Labour came to power in the UK in 1997, there has been a drive to improve the effectiveness of public services through the use of private sector principles. From, the Modernising Government White Paper to the development of the Public Services Productivity Panel who, produced a raft of White Papers tackling health, social services, welfare and criminal justice. This paper, through the analysis of two studies, will reflect on some of the general literature on public sector performance management and the findings and recommendations of the Public Services Productivity Panel in order to attempt to answer whether performance management in the public sector is currently fact or fiction? In other words the paper will aim to develop and answer, to a certain extent, if it really possible to raise productivity and performance within public sector organisations through developing performance management systems based on private sector experience.
VL  - 53
IS  - 3
SN  - 1741-0401
DO  - 10.1108/17410400410523783
UR  - https://doi.org/10.1108/17410400410523783
AU  - Radnor Zoe
AU  - McGuire Mary
PY  - 2004
Y1  - 2004/01/01
TI  - Performance management in the public sector: fact or fiction?
T2  - International Journal of Productivity and Performance Management
PB  - Emerald Group Publishing Limited
SP  - 245
EP  - 260
Y2  - 2024/09/21
ER  -