Measuring Performance in Non‐market Organisations

Abstract

The differences in management between public and private returns are outlined: especially the implications of political control and political objectives. The consequences for public sector management are then explored. In the light of their ways of improved performance in public sector organisations are suggested: especially greater emphasis on performance and on value added and further delegation.

Citation

Hepworth, N.P. (1988), "Measuring Performance in Non‐market Organisations", International Journal of Public Sector Management, Vol. 1 No. 1, pp. 16-26. https://doi.org/10.1108/eb002924