MANAGING AND MEASURING PERFORMANCE IN PUBLIC AND NONPROFIT ORGANIZATIONS An Integrated Approach

MANAGING AND MEASURING PERFORMANCE IN PUBLIC AND NONPROFIT ORGANIZATIONS

CONTENTS
Preface
Acknowledgment

PART 1: INTRODUCTION TO PERFORMANCE MANAGEMENT

1. Introduction to Performance Management and Measurement
2. Developing Effective Performance Management Systems

PART 2: METHODOLOGICAL ELEMENTS OF PERFORMANCE MANAGEMENT

1. Developing a Performance Framework: Program Logic Models and Performance Measures
2. Targeting Results: Clarifying Goals and Objectives
3. Defining Performance Indicators
4. Reporting Performance Data
5. Analyzing Performance Information

PART 3: STRATEGIC APPLICATIONS OF PERFORMANCE MANAGEMENT PRINCIPLES 

1. Using Performance Measures to Support Strategic Planning and Management
2. Performance-Informed Budgeting
3. Managing Employees, Programs, and Organizational Units
4. Performance Management in Grant and Contract Programs
5. Improving Quality and Process
6. Soliciting Stakeholder Feedback
7. Using Comparative Measures to Benchmark Performance

PART 4: DESIGN AND IMPLEMENTATION OF PERFORMANCE MANAGEMENT PROCESSES

1. Designing and Implementing Effective Management Systems
Name Index
Subject Index

Performance management

As we explore the mechanics of performance management in detail, a number of questions from public management practice and research help to structure our understanding of performance management:

How does performance management fit within understood accountability frameworks? How extensively has performance management been implemented at various levels of government? What factors explain when and where performance management is adopted? Under what conditions is performance management effective? What is the relationship between capacity and performance, and what forms of organizational capacity are necessary to implement performance management effectively? What special conditions affect the use of performance management in networked or intergovernmental settings where authority is shared and goal ambiguity exists? And, of course, the most important question in this field of study is this: Does performance management actually improve performance?

Managing and measuring performance in public and nonprofit organizations: an integrated approach / Theodore H. Poister, Maria P. Aristigueta, Jeremy L. Hall. – Second edition.

pages cm 

Revised edition of Poister’s Measuring performance in public and nonprofit organizations. 

Includes bibliographical references and index.

ISBN 978-1-118-43905-0 (hardback)

1. Organizational effectiveness–Measurement. 2. Organizational effectiveness–Management. 3. Nonprofit organizations. 4. Public administration. 5. Performance–Measurement. 6. Performance Management I. Aristigueta, Maria Pilar II. Hall, Jeremy L. III. Title. 

HD58.9.P65 2015 

658.4’013–dc23 

2014021079 

Printed in the United States of America 

second edition 

HB Printing 10 9 8 7 6 5 4 3 2 1

To my wonderful granddaughters, Susannah Grace and Caroline Elizabeth Tusher Who light up my life and make it all the more worthwhile.—Ted Poister
To my husband, Don Coons, For his unwavering love, patience, and support.—Maria Aristigueta
To my niece, Kadence Olivia Dick, Who brightens each day and always motivates me to perform at my best.—Jeremy L. Hall

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