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Performance management at the regional level: control and efficiency

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  • Alexander Kalgin

    (National Research University Higher School of Economics)

Abstract

Globally performance management in the public sector appears to have gone out of fashion. Major performance management initiatives, introduced with fanfare, have come under fierce criticism. At the same time, the Russian government comes up enthusiastic with performance measures and indicators. New initiatives appear on a regular basis. What drives this enthusiasm? Performance management may be used as a means of achieving 2 different ends: enhanced accountability and increased productivity (effectiveness). Benefits of performance management reforms may be of two different kinds: managerial or political. Which purpose dominates in the Russian practice? Which type of benefits is behind the federal urge to develop performance management initiatives? The article explores these questions using qualitative data from interviews with civil servants of a regional government. The results show that performance indicators have been predominantly used as tools of bureaucratic control with little managerial value. Perceived managerial benefits are marginal if any. The following themes are explored: reliability of performance data, inability of public bodies to influence their indicators, lack of interagency cooperation.Note: Downloadable document is in Russian.

Suggested Citation

  • Alexander Kalgin, 2012. "Performance management at the regional level: control and efficiency," Public Administration, National Research University Higher School of Economics, vol. 6(3), pages 35-60.
  • Handle: RePEc:hig:vgmujl:v:6:y:2012:i:3:p:35-60
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    File URL: http://vgmu.hse.ru/data/2013/04/03/1294041911/%D0%9A%D0%B0%D0%BB%D0%B3%D0%B8%D0%BD.pdf
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    References listed on IDEAS

    as
    1. Rhys Andrews & George A. Boyne & Gareth Enticott, 2006. "Performance failure in the public sector," Public Management Review, Taylor & Francis Journals, vol. 8(2), pages 273-296, June.
    2. Elinor Ostrom, 2000. "Collective Action and the Evolution of Social Norms," Journal of Economic Perspectives, American Economic Association, vol. 14(3), pages 137-158, Summer.
    3. L. Yakobson., 2006. "Budget Reform: Federalism or Management Aimed at Results?," VOPROSY ECONOMIKI, N.P. Redaktsiya zhurnala "Voprosy Economiki", vol. 8.
    4. E. Dobrolyubova, 2008. "Implementing Performance Management Principles and Procedures in the Russian Federation: Interim Results and Further Development Priorities," Public administration issues, Higher School of Economics, issue 3, pages 133-165.
    5. Arie Halachmi, 2002. "Who gets What, When, and How: Performance Measures for Accountability? For Improved Performance?," International Review of Public Administration, Taylor & Francis Journals, vol. 7(1), pages 85-95, July.
    6. Peter M. Jackson, 2011. "Governance by numbers: what have we learned over the past 30 years?," Public Money & Management, Taylor & Francis Journals, vol. 31(1), pages 13-26, January.
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    Citations

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    Cited by:

    1. Alexander Kalgin & Olga Kalgina & Anna Lebedeva, 2019. "Publication Metrics as a Tool for Measuring Research Productivity and Their Relation to Motivation," Voprosy obrazovaniya / Educational Studies Moscow, National Research University Higher School of Economics, issue 1, pages 44-86.
    2. Калгин А. С. & Калгина О. В. & Лебедева А. А., 2019. "Оценка Публикационной Активности Как Способ Измерения Результативности Труда Ученых И Ее Связь С Мотивацией," Вопросы образования // Educational Studies Moscow, National Research University Higher School of Economics, issue 1, pages 44-86.

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    More about this item

    Keywords

    public service; performance management; performance indicators; interagency coordination; control;
    All these keywords.

    JEL classification:

    • I28 - Health, Education, and Welfare - - Education - - - Government Policy

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