Managing and Measuring Performance in Public and Nonprofit Organizations: An Integrated Approach

A Revised and Updated Edition of the Classic Guide to Ensuring Effective Organizational Performance The second edition of Managing and Measuring Performance in Public and Nonprofit Organizations has been thoroughly revised and updated to reflect the evolution and expansion of the field since publication of the first edition. This important resource offers a comprehensive guide for designing and implementing effective performance management and measurement systems in public and nonprofit organizations. The ideas, tools, and processes presented throughout the text are crafted to help organizations develop measurement systems that will support effective management approaches. The authors put the focus on the methodology of performance measurement in terms of developing performance frameworks, tying measures to goals and objectives, redefining performance measures as operational performance indicators, reporting performance data, and analyzing performances. They also discuss the development and application of performance management principles in a variety of decision-making venues such as strategic planning and management, performance-informed budgeting, the management of programs and organizations, quality and process improvement, and comparative performance measurement and benchmarking. In addition, new information spotlights performance-based contracts and grants management and the stakeholder engagement processes. The revised text also contains significant updates that offer a more integrated approach to performance management and measurement. This accessible resource identifies common problems that often confront managers in developing performance measurement systems and presents targeted strategies for the implementation of effective systems that will help leaders reach their organizational goals.

Preface Acknowledgments Part 1: Introduction to Performance Management 1. Introduction to Performance Management and Measurement      2. Developing Useful Performance Management Systems   Part 2: The Performance Management Process 3. Developing a Performance Framework      4. Targeting Results: Clarifying Goals and Objectives 5. Defining Performance Indicators    6. Reporting Performance Data                       7. Analyzing Performance Information          Part 3: Strategic Applications of Performance Management Principles 1. Using Performance Measures to Support Strategic Planning and Management   2. Performance–Informed Budgeting  3. Managing Employees, Programs and Organizational Units 4. Performance Management in Grant and Contract Programs          5. Improving Quality and Process 6. Soliciting Stakeholder Feedback 7. Using Comparative Measures to Benchmark Performance            Part 4: Design and Implementation of Performance Management Processes 1. Designing and Implementing Effective Management Systems  The Authors Index

THEODORE H. POISTER is professor of public administration in the Andrew Young School of Policy Studies at Georgia State University. MARIA P. ARISTIGUETA is the Charles P. Messick Professor and director of the School of Public Policy and Administration at the University of Delaware. JEREMY L. HALL is associate professor at the School of Public Affairs and Administration, Rutgers University-Newark.