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Public Managers' Skills Development for Effective Performance Management: Empirical evidence from Italian local governments

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  • Nunzio Angiola
  • Piervito Bianchi

Abstract

Performance management has become an important element of the reform agenda of public sector around the world. However, scholars and practitioners highlight that many public administrations do not manage performance very well. A 'litmus test' of the success of a performance-based reform is observing whether public managers use performance information to make better-informed decisions. Having said that, the aim of this article is to see whether public managers of Italian local governments in the Apulia region (the South of Italy) use performance information after the last performance-based reform (Brunetta's Reform: decree No. 150/09). The learning purpose is analysed and discussed. The research may suggest scholars, practitioners and policy makers the routes for developing performance utilization in difficult organizational contexts where performance management systems do not work.

Suggested Citation

  • Nunzio Angiola & Piervito Bianchi, 2015. "Public Managers' Skills Development for Effective Performance Management: Empirical evidence from Italian local governments," Public Management Review, Taylor & Francis Journals, vol. 17(4), pages 517-542, April.
    • Handle: RePEc:taf:pubmgr:v:17:y:2015:i:4:p:517-542
    DOI: 10.1080/14719037.2013.798029
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    1. Martí, Caridad & Pina, Vicente & Torres, Lourdes, 2010. "Performance Measurement in Spanish Local Governments. An Empirical Study about the State of the Art," Apas Papers 234, Academic Public Administration Studies Archive - APAS.
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    Cited by:

    1. Badri Munir Sukoco & Beta Embriyono Adna & Zainul Musthofa & Reza Ashari Nasution & Dwi Ratmawati, 2022. "Middle Managers’ Cognitive Styles, Capacity for Change, and Organizational Performance," SAGE Open, , vol. 12(1), pages 21582440221, March.

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