| Description |
1 online resource |
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text file |
| Note |
Revised edition of Poister's Measuring performance in public and nonprofit organizations. |
| Summary |
"New edition of a classic guide to ensuring effective organizational performanceThoroughly 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"-- Provided by publisher. |
| Bibliography |
Includes bibliographical references and index. |
| Contents |
Part 1. Introduction to Performance Measurement : -- 1. Introduction to Performance Measurement and Management -- 2. Developing Effective Performance Management Systems -- Part 2. Methodological Elements of Performance Measurement : -- 3. Developing a Performance Framework: Program Logic Models and Performance Measures -- 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 : -- 8. Using Performance Measures to Support Strategic Planning and Management -- 9. Performance-Informed Budgeting -- 10. Managing Employees, Programs, and Organizational Units -- 11. Performance Management in Grant and Contract Programs -- 12. Improving Quality and Process -- 13. Soliciting Stakeholder Feedback -- 14. Using Comparative Measures to Benchmark Performance -- Part 4. Design and Implementation of Performance Management Systems : -- 15. Designing and Implementing Effective Management Systems. |
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Part 1. Introduction to Performance Measurement : -- -- 1. Introduction to Performance Measurement and Management -- Public Management, Performance Management, and Accountability -- Performance Measurement and Performance Management Defined -- Public Management and Performance Management -- Performance Management and Accountability -- Performance Management Institutionalization -- Benefits of Performance Management -- Challenges of Performance Management -- Distinguishing Performance Management from Its Cousins -- Outline of the Book -- References -- -- 2. Developing Effective Performance Management Systems -- The Design and Implementation Process -- Step One: Clarify the Purpose of the System -- Step Two: Assess Organizational Readiness -- Step Three: Identify External Stakeholders -- Step Four: Organize the System Development Process -- Step Five: Identify Key Purposes and Parameters for Initiating Performance Management -- Step Six: Define the Components for the Performance Management System, Performance Criteria, and Use -- Step Seven: Define, Evaluate, and Select Indicators -- Step Eight: Develop Data Collection Procedures -- Step Nine: Specify System Design -- Step Ten: Conduct a Pilot If Necessary -- Step Eleven: Implement Full-Scale System -- Step Twelve: Use, Modify, and Evaluate the System -- Step Thirteen: Share the Results with Stakeholders -- A Flexible Process -- References -- Part 2. Methodological Elements of Performance Measurement : -- -- 3. Developing a Performance Framework: Program Logic Models and Performance Measures -- Program Logic -- Program Logic Models -- Outputs versus Outcomes -- Diverse Logic Models -- A Crisis Stabilization Unit -- A Vocational Rehabilitation Program -- State Highway Safety Program: A Supraprogram Logic Model -- The Sexually Transmitted Disease Prevention System -- Performance Measures -- Output Measures -- Efficiency and Productivity Measures -- Service Quality Measures -- Outcome Measures -- Cost-Effectiveness Measures -- Customer Satisfaction Measures -- System Productivity Measures -- Resource Measures -- Workload Measures -- External and Other Environmental Measures -- Needs Indicators -- Integrated Sets of Performance Measures -- Teen Mother Parenting Education Program -- Canadian Pension Plan Disability Program -- Developing Logic Models -- References -- -- 4. Targeting Results: Clarifying Goals and Objectives -- Mission, Goals, and Objectives -- US Department of Health and Human Services -- Goals, Objectives, and Program Logic -- "SMART" Objectives -- Performance Standards: Child Support Enforcement -- Setting Targets -- Service Standards -- Programmatic versus Managerial Goals and Objectives -- Public and Nonprofit Goal Structures -- Goals, Objectives, and Measures -- References -- -- 5. Defining Performance Indicators -- Operational Indicators -- Raw Numbers -- Averages -- Percentages, Rates, and Ratios -- Indexes -- Mixed Measures -- Identifying Possible Performance Indicators -- Sources -- Agency and Administrative Records -- Follow-Up Contacts -- Direct Observation -- Clinical Examinations -- Tests -- Surveys and Customer Response Cards -- Specially Designed Measurement Tools -- Validity and Reliability -- Reliability -- Validity -- Bases of Validity -- Common Measurement Problems -- Noncomparability of Data -- Tenuous Proximate Measures -- Underreporting or Overreporting -- Poor Instrument Design -- Observer Bias -- Instrument Decay -- Reactive Measurement -- Nonresponse Bias -- Cheating -- Selecting Indicators: Other Criteria for Performance Measures -- Meaningful Measures -- Balanced and Comprehensive Measures -- Measures with Clear Preferred Direction of Movement -- Timely and Actionable Measures -- Measures That Are Resistant to Goal Displacement -- Cost-Sensitive Performance Measures -- Systematic Assessment of Performance Measures -- Guidelines for Defining Performance Measures -- References -- -- 6. Reporting Performance Data -- Performance Data and Their Audience -- Nature of the Performance Data and Comparative Frameworks -- Needs of the Audience -- Reporting Formats -- Basic Tables and Spreadsheets -- Common Graphical Displays -- Scorecards and Dashboards -- Maps -- Conclusion -- -- 7. Analyzing Performance Information -- Public Transit System Performance -- Trends over Time -- Comparisons against Standards and Other Agencies' Performance -- Analytics: Route Analysis -- Sampling and Statistical Reliability -- Effectiveness of a Child Support Enforcement Program -- Conclusion -- References -- Part 3. Strategic Applications of Performance Management Principles : -- -- 8. Using Performance Measures to Support Strategic Planning and Management -- Strategic Planning and Management -- Strategic Planning -- Strategic Management -- Strategic Performance Measures -- Virginia Performs: Using Vision to Develop Goals, Objectives, and Measures -- Agency-Based Strategic Goals -- Outcome and Output Measures -- Focus on Output Measures: Library of Virginia -- Focus on Outcome Measures: US Department of Transportation -- Balanced Scorecard Models -- Strategy Maps -- Use of the Balanced Scorecard in Kenya Red Cross -- Use of the Balanced Scorecard: City of Charlotte, North Carolina -- Balanced Scorecard and Logic Models -- Performance Measurement and Strategic Management -- References -- -- 9. Performance-Informed Budgeting -- Performance in Public Budgeting: Conceptual Understanding -- Potential Benefits of Performance-Informed Budgeting -- Historical Development and the Current State of Performance-Informed Budgeting -- Current Practice -- Effectiveness -- Guidelines for Implementing Performance-Informed Budgeting -- Planning -- Measurement -- Reporting -- Verification -- Linkage to Budget Decision Process -- Other Considerations -- Conclusion -- References -- -- 10. Managing Employees, Programs, and Organizational Units -- Performance Management Systems -- Management by Objectives -- Performance Monitoring Systems -- Measures for Performance Management Systems -- MBO Measures -- Individual and Programmatic Performance Management -- Individual Targets and Actual Performance: Community Disaster Education Program -- Measures for Monitoring Systems -- Performance Monitoring: The Compass -- Compstat, CitiStat, and Similar Performance Management Systems -- Evidence-Based Practice -- Program Evaluation -- References -- -- 11. Performance Management in Grant and Contract Programs -- Government Versus Governance: Challenges of the Transition to Third-Party Implementation -- Distinguishing Contracts from Grants -- Performance Measurement and Management in Grants and Contracts -- Contract Performance Management -- Purpose of Performance Measurement in Grant and Contract Management -- Performance-Based Grant Management -- Problems and Special Considerations Using Performance Management in Grant Programs -- References -- -- 12. Improving Quality and Process -- Monitoring Productivity for Process Improvement -- Standard Hours -- Output-Oriented Systems -- Monitoring Service Quality -- Rework -- Disaggregated Measures -- Quality and Productivity Improvement -- Tools Used for Quality Improvements -- Monitoring the Nuts and Bolts -- References -- -- 13. Soliciting Stakeholder Feedback -- Identifying Stakeholders: The Stakeholder Audit -- Obtaining Customer Feedback -- Customer Surveys: Girl Scout Council of Northwest Georgia -- Customer Service -- Feedback from Partners and Other Stakeholders -- The Commitment to Ongoing Regulatory Excellence Process -- Analyzing Stakeholder Feedback -- Quality-Importance Matrixes -- Customer Satisfaction and Objective Performance Measures -- Expectations, Satisfaction, and Confirmation and Disconfirmation Models -- Stakeholder Involvement as Citizens and Partners to Address Community Issues -- E-Government and Stakeholder Involvement -- Measuring and Evaluating Stakeholder Engagement -- References -- -- 14. Using Comparative Measures to Benchmark Performance -- Public Sector Benchmarking -- Statistical Benchmarking -- Problems and Challenges in Benchmarking -- Availability of Data -- Reliability of Comparative Data -- Variation in Operating Conditions -- Strategies to Improve Comparative Measures -- Explanatory Variables |
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-- Peer Groups -- Recalibrated Measures -- Adjusted Performance Measures -- Identifying Best Practices -- A Regulatory Benchmarking Example -- Prospects for Benchmarking -- References -- Part 4. Design and Implementation of Performance Management Systems : -- -- 15. Designing and Implementing Effective Management Systems -- Managing the Process -- Mission, Goals, and Strategies -- Quality Performance Measures -- Program Improvement -- Barriers to Success -- Elements of Success -- Leadership and Stakeholder Support and Involvement -- Deliberate Process -- Project Management -- Networks and Collaborations -- Strategies for Success -- Usefulness of the Information Produced -- Resource Requirements -- Lack of Use -- Lack of Stakeholder Buy-In -- Internal Resistance -- Goal Displacement and Gaming -- System Abuse -- Prospects for Progress in Performance Management -- A Final Comment. |
| Subject |
Organizational effectiveness -- Measurement.
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Organizational effectiveness -- Management.
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Nonprofit organizations.
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Public administration.
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Performance -- Measurement.
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Performance -- Management.
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Performance technology -- Management.
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Organizations, Nonprofit |
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Efficacité organisationnelle -- Mesure. |
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Efficacité organisationnelle -- Gestion. |
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Associations sans but lucratif. |
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Administration publique (Science) |
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Rendement au travail -- Gestion. |
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nonprofit organizations. |
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Nonprofit organizations |
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Organizational effectiveness -- Management |
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Organizational effectiveness -- Measurement |
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Performance -- Management |
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Performance -- Measurement |
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Public administration |
| Added Author |
Hall, Jeremy L.
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Aristigueta, Maria Pilar, 1956-
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| Other Form: |
Print version: Poister, Theodore H. Managing and measuring performance in public and nonprofit organizations. Second edition. San Francisco, CA : Jossey-Bass & Pffeifer Imprints, Wiley, [2015] 9781118439050 (DLC) 2014021079 |
| ISBN |
9781118958568 (electronic bk.) |
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111895856X (electronic bk.) |
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9781118958551 (electronic bk.) |
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1118958551 (electronic bk.) |
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1118439058 |
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9781118439050 |
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(hardback) |
| Standard No. |
9781118958551 |
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