Regulating Public Services: How Public Managers Respond to External Performance Assessment

• 成果类型: Article
• 署名作者: Doering, Heike; Downe, James; Martin, Steve
• 署名单位: Cardiff University; Cardiff University; Cardiff University; Cardiff University; Cardiff University
• 刊物名称: PUBLIC ADMINISTRATION REVIEW
• ISSN/ISSBN: 0033-3352
• DOI: 10.1111/puar.12400
• 发表日期: 2015
• 页码: 867-+
• 关键词: comprehensive performance; INSTITUTIONAL WORK; ORGANIZATIONAL FIELD; local-governments; health-care; REFORM; Inspection; part; responsiveness; rationality

摘要

Performance management systems have become a key component of contemporary public administration. However, there has been only limited analysis of the social construction of performance by public managers who are subject to them. This article examines the ways in which public managers create, maintain, and disrupt performance management practices. The authors find that managers make external performance assessments perform for themselves by constantly negotiating boundaries in ways that combine bureaucratic and managerial rationales. The authors argue that the ways in which organizational boundaries are constructed are fundamental to understanding the success or failure of performance management systems and the transformation of managerial ways of thinking about performance into a logic of improvement through which contemporary public sector reforms become embedded.