PERFORMANCE MANAGEMENT IN LOCAL GOVERNMENT: IS PRACTICE INFLUENCED BY DOCTRINE?

Successful performance management is presumed to be dependent on several practices and organizational conditions prescribed in performance management doctrine, including the presence of sound performance measures, a clear sense of goals and objectives, devolved decision authority, engaged executives, and incentives and sanctions tied to performance. Their presence, according to doctrine, is necessary for performance management to function properly. The authors of this study examine the presence of these prescribed practices and conditions in 66 U.S. cities and counties that have been recognized for their performance management efforts, and in a subset of these governments perceived by the authors as more fully engaged in performance management than others in the set. They find considerable evidence of doctrine's influence on the adoption of some practices, but much less on others. Variation in reported benefits among the performance management reputational leaders provides evidence in support of the efficacy of some of these prescribed practices individually and hints at the efficacy of the set of practices in combination.