The Performance Paradox in the Public Sector

Abstract

Results-based management is the talk of the day at all levels of the public sector: local, regional, national, and even supra national. Schools and universities, local governments, and other administrative agencies, also developmental aid organizations (nongovernmental organizations and international nongovernmental organizations) and organizations such as the World Bank, are all involved in producing data and information on performance results and-if possible-impact. Believers in New Public Management (NPM) attribute a high priority to measuring output and outcomes and aim to base their new policies and management activities on this type of information-ideally meant to make policy implementation more efficient and effective. However, evaluation studies show that many attempts to introduce results-based management are still unsuccessful (see, for example, Leeuw & Van Gils, 1999, for a review of Dutch studies). Nevertheless, the need for measuring output, outcomes, and evaluation activities remains an important element in statements by politicians and administrators focused on improving government's performance.