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Measuring up: examining the potential for voluntary sector performance measurement to improve public service delivery

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  • Claire Moxham

Abstract

This article examines and challenges the notion that the process of measuring the performance of voluntary sector public service providers has the potential to improve the quality of public services. Through the lens of organizational learning, the study presents the findings of six case studies conducted in the UK. The findings suggest that performance measurement is primarily being used to demonstrate compliance and not as a tool for service improvement.

Suggested Citation

  • Claire Moxham, 2013. "Measuring up: examining the potential for voluntary sector performance measurement to improve public service delivery," Public Money & Management, Taylor & Francis Journals, vol. 33(3), pages 193-200, May.
    • Handle: RePEc:taf:pubmmg:v:33:y:2013:i:3:p:193-200
    DOI: 10.1080/09540962.2013.785704
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    Cited by:

    1. Richard Austin & Guy Garrod & Nicola Thompson, 2016. "Assessing the performance of the national park authorities: a case study of Northumberland National Park, England," Public Money & Management, Taylor & Francis Journals, vol. 36(5), pages 325-332, July.
    2. Julien Kleszczowski, 2016. "La place des parties prenantes dans l’évaluation de l’impact social des organisations non lucratives: étude empirique au sein d’une organisation française," Post-Print hal-01901230, HAL.
    3. Henderson, Elisa & Lambert, Vicky, 2018. "Negotiating for survival: Balancing mission and money," The British Accounting Review, Elsevier, vol. 50(2), pages 185-198.

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