The use of performance information case studies in local social services departments
AbstractNew Public Management (NPM) is the commonly used label for the growing popularity of businesslike control tools in governmental organisations. NPM includes several dimensions of change, such as divisionalisation, visible and active control and a prominent role for performance measurement. Developments in Dutch local government demonstrate several of these elements of NPM. Pollitt and Bouckaert (2000) and Pollitt (2002) defined four levels of NPM change: (1) discourse; (2) decisions; (3) practices and (4) results. This paper focuses on performance measurement. The politicians and managers at the top of the investigated municipalities took the decision to adopt instruments that generate performance information. This paper seeks to explain the extent to which the information resulting from these instruments is actually being used in the management practices at work floor level. It investigates two categories of explanations for information use: characteristics of the available information (such as its contents, amount and quality) and characteristics of the organization and its routines. The paper thus analyses how decisions taken by politicians and top managers to adopt NPM relate practices at work floor level.
Download InfoIf you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
Bibliographic InfoPaper provided by University of Groningen, Research Institute SOM (Systems, Organisations and Management) in its series Research Report with number 02A19.
Date of creation: 2002
Date of revision:
This paper has been announced in the following NEP Reports:
- NEP-ALL-2002-08-08 (All new papers)
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Birnberg, Jacob G. & Snodgrass, Coral, 1988. "Culture and control: A field study," Accounting, Organizations and Society, Elsevier, vol. 13(5), pages 447-464, August.
- Hopwood, Anthony G., 1983. "On trying to study accounting in the contexts in which it operates," Accounting, Organizations and Society, Elsevier, vol. 8(2-3), pages 287-305, May.
- Ansari, Shahid & Euske, K. J., 1987. "Rational, rationalizing, and reifying uses of accounting data in organizations," Accounting, Organizations and Society, Elsevier, vol. 12(6), pages 549-570, October.
- Richard L. Daft & Robert H. Lengel, 1986. "Organizational Information Requirements, Media Richness and Structural Design," Management Science, INFORMS, vol. 32(5), pages 554-571, May.
- Schick, Allen G. & Gordon, Lawrence A. & Haka, Susan, 1990. "Information overload: A temporal approach," Accounting, Organizations and Society, Elsevier, vol. 15(3), pages 199-220.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Joke Bulthuis).
If references are entirely missing, you can add them using this form.