Chapter 10 The causal dynamic effects of a performance-based budget on Thai public spending: A reexamination

Abstract

In the United States, the 1993 Government Performance and Result Act (GPRA) has increased public demand for governments not only to produce and deliver public goods and services, but also to demonstrate program effectiveness, which is the ultimate goal of a public program's existence, mission, and spending. This public management approach parallels the results-oriented management, which aims to strengthen organizational effectiveness and emphasize the need to integrate all major activities and functions, an activity that will direct them toward advancing organization-wide strategic goals or fundamental policy agendas (Kettl, 1997). Managers use program outputs and outcomes as implementation benchmarks to identify implementation means or directions (Kettl, 1997). By reporting performance measurement results to the public and policy makers, public managers are held accountable for the tax-dollars spent to produce and deliver public services in the most efficient and effective way (Aristigueta, 2007). Performance measurement results, especially those related to outcome achievement, are partially useful in budget allocation from the perspective that the tax-dollars spent are tied to desirable outcomes rather than to program input costs that may or may not correspond with public desires (DuPont-Morales & Harris, 1994).

Citation

Srithongrung, A. (2009), "Chapter 10 The causal dynamic effects of a performance-based budget on Thai public spending: A reexamination", Wescott, C., Bowornwathana, B. and Jones, L.R. (Ed.) The Many Faces of Public Management Reform in the Asia-Pacific Region (Research in Public Policy Analysis and Management, Vol. 18), Emerald Group Publishing Limited, Leeds, pp. 247-276. https://doi.org/10.1108/S0732-1317(2009)0000018012