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Performance management 40 years on: a review. Some key decisions and consequences

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  • Christopher Pollitt

Abstract

This paper reviews the past four decades of experience of performance management (PM). Beginning with a brief history of its international spread and development, a short section on conceptual issues is followed by a strategic analysis of the research thus far. From this analysis is extracted a set of key decisions which must be made for any PM system. Each decision has significant consequences, and none are purely technical (though they may occasionally be represented as such). In many cases difficult trade-offs are inevitable.

Suggested Citation

  • Christopher Pollitt, 2018. "Performance management 40 years on: a review. Some key decisions and consequences," Public Money & Management, Taylor & Francis Journals, vol. 38(3), pages 167-174, April.
    • Handle: RePEc:taf:pubmmg:v:38:y:2018:i:3:p:167-174
    DOI: 10.1080/09540962.2017.1407129
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    Cited by:

    1. Vasilios P. Andrikopoulos & Amalia Α. Ifanti, 2020. "New Public Management and Governance: Quo Vadis?," Journal of Public Administration and Governance, Macrothink Institute, vol. 10(3), pages 430442-4304, December.
    2. Kempeneer, Shirley & Van Dooren, Wouter, 2019. "Using numbers that do not count: how the latent functions of performance indicators explain their success," SocArXiv vf9yn, Center for Open Science.
    3. Ludger Niemann & Thomas Hoppe, 2021. "How to Sustain Sustainability Monitoring in Cities: Lessons from 49 Community Indicator Initiatives across 10 Latin American Countries," Sustainability, MDPI, vol. 13(9), pages 1-16, May.

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