Goal-based learning and the future of performance management

• 成果类型: Article
• 署名作者: Moynihan, DR
• 署名单位: Texas A&M University System; Texas A&M University College Station; Bush School of Government & Public Service
• 刊物名称: PUBLIC ADMINISTRATION REVIEW
• ISSN/ISSBN: 0033-3352
• DOI: 10.1111/j.1540-6210.2005.00445.x
• 发表日期: 2005
• 页码: 203-216
• 关键词: rationality; GOVERNMENT; STATES

摘要

All levels of government have begun to pursue results-based reforms, which assume that managers will use performance information to make better decisions. However, reforms have neglected the insights of a large and relevant literature on organizational learning. This article revisits this literature, treating results-based reform as an organizational learning mechanism and a deliberate structural effort to induce learning. From an organizational learning perspective, most results-based reforms target narrow process improvement (single-loop learning) rather than a broad understanding of policy choices and effectiveness (double-loop learning), even though the latter is more critical for long-term organizational success. Case evidence from state governments illustrates single- and double-loop learning and the importance of two frequently neglected aspects of organizational learning: learning forums-routines where performance information is deliberately examined-and the role of organizational culture in enabling or limiting learning.