New edition of a classic guide to ensuring effective
organizational performance
Thoroughly revised and updated, the second edition of
Managing and Measuring Performance in Public and Nonprofit
Organizations is a comprehensive resource for designing and
implementing effective performance management and measurement
systems in public and nonprofit organizations. The ideas, tools,
and processes in this vital resource are designed to help
organizations develop measurement systems to support such effective
management approaches as strategic management, results-based
budgeting, performance management, process improvement, performance
contracting, and much more.
The book will help readers identify outcomes and other
performance criteria to be measured, tie measures to goals and
objectives, define and evaluate the worth of desired performance
measures, and analyze, process, report, and utilize data
effectively.
* Includes significant updates that offer a more integrated
approach to performance management and measurement
* Offers a detailed framework and instructions for developing and
implementing performance management systems
* Shows how to apply the most effective performance management
principles
* Reveals how to overcome the barriers to effective performance
management
Managing and Measuring Performance in Public and Nonprofit
Organizations identifies common methodological and managerial
problems that often confront managers in developing performance
measurement systems, and presents a number of targeted strategies
for the successful implementation of such systems in public and
nonprofit organizations. This must-have resource will help leaders
reach their organizational goals and objectives.
Inhaltsverzeichnis
Preface
Acknowledgments
Part 1: Introduction to Performance Management
1. Introduction to Performance Management and
Measurement
2. Developing Useful Performance Management
Systems
Part 2: The Performance Management Process
3. Developing a Performance
Framework
4. Targeting Results: Clarifying Goals and Objectives
5. Defining Performance Indicators
6. Reporting Performance
Data
7. Analyzing Performance
Information
Part 3: Strategic Applications of Performance Management
Principles
1. Using Performance Measures to Support Strategic Planning and
Management
2. Performance-Informed Budgeting
3. Managing Employees, Programs and Organizational Units
4. Performance Management in Grant and Contract
Programs
5. Improving Quality and Process
6. Soliciting Stakeholder Feedback
7. Using Comparative Measures to Benchmark
Performance
Part 4: Design and Implementation of Performance Management
Processes
1. Designing and Implementing Effective Management
Systems
The Authors
Index
Über den Autor
THEODORE H. POISTER is professor of public administration in the Andrew Young School of Policy Studies at Georgia State University.
MARIA P. ARISTIGUETA is the Charles P. Messick Professor and director of the School of Public Policy and Administration at the University of Delaware.
JEREMY L. HALL is associate professor at the School of Public Affairs and Administration, Rutgers University-Newark.
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