Peformance Culture: The Causes and Effects of Performance Pay in Public Services

Management Research News

ISSN: 0140-9174

Publication date: 1 April 1996


It is commonly argued, not least by the Conservative Government, that failings in public services stem, not from inadequate financing but from poor management. Accordingly, the Government has initiated a wave of managerial experiment in the public services and has sought to strengthen the managerial function, often by a series of wholescale borrowings from the allegedly better managed private sector. Increasingly, the object of this new managerialism has been to generate a ‘performance culture’ in the public services. The skilful deployment of new management techniques, it seems, will alter attitudes and practices across public services, such that staff become more client or customer focused and committed to the continual improvement of the services they deliver.


Heery, E. (1996), "Peformance Culture: The Causes and Effects of Performance Pay in Public Services", Management Research News, Vol. 19 No. 4/5, pp. 62-64.

Download as .RIS




Copyright © 1996, MCB UP Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.