The Paradox of Implementing the Government Performance and Results Act: Top‐Down Direction for Bottom‐Up Implementation

Abstract

Research on the implementation of the Government Performance and Results Act generally has not considered how the strategic plan, annual performance plan, and annual performance report are produced and used. Are the documents good decision and management tools, as the act intends, or are agencies internalizing them to meet the unique needs of their organization? Interviews with representatives of 14 cabinet‐level federal agencies suggest that implementation of the act is not standardized. Instead, it is influenced by the unique challenges that agencies face. Further, there is a relationship between the implementation challenges and the overall use of the documents.