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Conclusion

In: Performance Indicators in the Public Sector

Author

Listed:
  • Paul Jowett

    (Monitor Company)

  • Margaret Rothwell

    (Oxford Polytechnic)

Abstract

From our brief discussion of the health sector, local government, education and the nationalised industries, it is evident that the formulation, implementation and interpretation of performance indicators is a difficult, controversial and at times tortuous process. Throughout the postwar period, until the election of the Conservatives in 1979, the public sector was the victim of ill-defined and inconsistent operational directives, and considered by Leslie Chapman (in his influential book Your Disobedient Servant) to be providing disappointing service and poor value for money. The Thatcher government, despite the immensity of the problem, earnestly sought to rectify the situation — an ambitious task, which has proved to be difficult and fraught with unexpected sensitivities.

Suggested Citation

  • Paul Jowett & Margaret Rothwell, 1988. "Conclusion," Palgrave Macmillan Books, in: Performance Indicators in the Public Sector, chapter 7, pages 99-100, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-08987-1_7
    DOI: 10.1007/978-1-349-08987-1_7
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