Developing High Performance: Performance Management in the Australian Public Service
AbstractThis paper provides a new conceptualisation of high performance government for the public sector. Despite the concerted focus on performance management in both the public and private sectors, the performance puzzle remains. In part, we argue, this is because of a failure to recognise the complex interactions across the micro, meso, and macro levels of performance management that characterise such systems in the public sector. We consider the current attention on system-wide 'high performance government', review the existing literature on high performance organisations, and high performance individuals and groups, and then posit a further, and to date missing, level of analysis - high performance governance. The report is part of a multi-year collaborative research project between the Australian National University, the University of Canberra, the University of New South Wales and the Australian Public Service Commission as part of the Ahead of the Game blueprint for reform in the Australian public service.
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Bibliographic InfoPaper provided by Crawford School of Public Policy, The Australian National University in its series Crawford School Research Papers with number 1209.
Length: 59 pages
Date of creation: Jun 2012
Date of revision:
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Public Sector; performance management; high performance organization; high performance government; reform;
This paper has been announced in the following NEP Reports:
- NEP-ALL-2012-10-27 (All new papers)
- NEP-CSE-2012-10-27 (Economics of Strategic Management)
- NEP-EFF-2012-10-27 (Efficiency & Productivity)
- NEP-HRM-2012-10-27 (Human Capital & Human Resource Management)
- NEP-PBE-2012-10-27 (Public Economics)
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