Managing and Measuring Performance in Public and Nonprofit Organizations : An Integrated Approach
| Year of publication: |
2014 ; 2nd ed
|
|---|---|
| Authors: | Poister, Theodore H. |
| Other Persons: | Aristigueta, Maria P. (contributor) ; Hall, Jeremy L. (contributor) |
| Publisher: |
Hoboken : Wiley |
| Subject: | Nonprofit-Organisation | Nonprofit organization | Öffentlicher Sektor | Public sector | Performance-Messung | Performance measurement | Performance-Management | Performance management |
| Description of contents: | Table of Contents [gbv.de] ; Description [swbplus.bsz-bw.de] |
| Extent: | Online-Ressource (482 p) |
|---|---|
| Type of publication: | Book / Working Paper |
| Language: | English |
| Notes: | Description based upon print version of record Cover; Title page; Copyright page; Contents; Dedication; Preface; Acknowledgments; PART ONE: Introduction to Performance Measurement; CHAPTER ONE: 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 BookReferences; CHAPTER TWO: 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 ProceduresStep 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 TWO: Methodological Elements of Performance Measurement; CHAPTER THREE: 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 ProgramState 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 ModelsReferences; CHAPTER FOUR: 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; CHAPTER FIVE: Defining Performance Indicators; Operational Indicators; Raw Numbers; Averages; Percentages, Rates, and Ratios; Indexes Mixed Measures |
| ISBN: | 978-1-118-43905-0 ; 978-1-118-95856-8 ; 978-1-118-43905-0 |
| Source: | ECONIS - Online Catalogue of the ZBW |
Persistent link: https://www.econbiz.de/10011832581