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• W256945147 abstract "ABSTRACT To make performance measurement (PEM) more relevant, researchers have proposed such solutions as citizen-driven PEM, linking PEM with political accountability, using PEM to facilitate double-loop policy learning, and measuring fairness. But will public administrators be receptive to the ideas? How do organizational contexts affect their attitudes? Based on survey data, this study finds a majority of the respondents are positive about citizen-driven PEM and measuring fairness, but skeptical about using PEM results for external accountability or double-loop policy learning. The impacts of procedural orientation, market orientation, and network orientation are examined. INTRODUCTION PEM has taken on renewed importance in the United States since the passage of the Government Performance and Results Act (GPRA) of 1993, and has been widely adopted in government at all levels (GAO, 2004; Melkers & Willoughby, 2005; Moynihan, 2006). However, current PEM has limitations and falls short of its promises in improving democratic governance (Radin, 2000; Smith, 1995; Yang & Holzer, 2006). As a result, researchers have proposed to expand citizens' role in PEM (Epstein, Coates, & Wray, 2006; Ho & Coates, 2004), strengthen the link between PEM and political accountability (Wang, 2002), use PEM to facilitate double-loop policy learning (Moynihan, 2005), and measure fairness (Jennings, 2005). The ideas are normatively appealing, but are public administrators receptive to them? Addressing this issue, this study has great practical importance because no reform can succeed without public administrators' support. Public administrators may have different reactions toward new ideas ranging from compliance to commitment, and implementation of new practices could be either ritualistic or substantial, depending on factors such as employee support, leadership consistency, and organizational culture. Administrative attitudes toward new PEM ideas can be viewed as informal institutions (Lane & Ersson, 2000; Zegans, 1992),1 which affect the adoption of new PEM reforms. The study also has theoretical importance. It adds to the research on how PEM is perceived and implemented by public administrators. Many scholars have studied the implementation of public management reforms in general (Rainey, 2003; Wise 1999), but not PEM in particular. Among those who have studied the issue, they have focused on current PEM, not the new ideas, and they have not included organizational variables in a quantitative model (Franklin, 2000; Modell, 2001). This article also contributes to the inquiry about the link between organizational contexts and member attitudes. Administrators are not necessarily change-resistant; rather, their attitudes are shaped by organizational contexts. As Brewer and deLeon (1983) state, three issues must be considered when studying human decision and public policy: (1) the problem orientation of decision makers; (2) the context of the decisions; and (3) the mechanism and processes linking orientation and context. This article touches on the first two aspects. The article has five major sections. The first section reviews the new PEM ideas. The second section develops hypotheses linking organizational contexts with administrative attitudes toward the ideas. The third section introduces the methodology; the fourth section presents results; and the final section draws conclusions. MAKING PERFORMANCE MEASUREMENT RELEVANT Various problems of current PEM have been identified in the literature, such as unintended consequences (Smith, 1995), lack of use in decision making by legislators or managers (GAO, 2004; Poister & Streib, 1999), mismatch between PEM and institutional arrangements (Radin, 2000), and lack of stakeholder involvement (Franklin, 2001). Hence, researchers have proposed many solutions to make PEM more effective. The solutions can be roughly classified into two groups. …" @default.
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• W256945147 date "2007-09-22" @default.
• W256945147 modified "2023-09-27" @default.
• W256945147 title "Making Performance Measurement Relevant? Administrators' Attitudes and Structural Orientations" @default.
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