The Resource Toward a culture of consequences : performance-based accountability systems for public services, Brian M. Stecher ... [et al.], (electronic resource)

Toward a culture of consequences : performance-based accountability systems for public services, Brian M. Stecher ... [et al.], (electronic resource)

Label
Toward a culture of consequences : performance-based accountability systems for public services
Title
Toward a culture of consequences
Title remainder
performance-based accountability systems for public services
Statement of responsibility
Brian M. Stecher ... [et al.]
Contributor
Subject
Genre
Language
  • eng
  • eng
Summary
Performance-based accountability systems (PBASs) link incentives to measured performance to improve services to the public. Research suggests that PBASs influence provider behaviors, but little is known about PBAS effectiveness at achieving performance goals. This study examines nine PBAS's that are drawn from five sectors: child care, education, health care, public health emergency preparedness, and transportation
Member of
Cataloging source
MiAaPQ
Dewey number
352.3/5
Illustrations
illustrations
Index
no index present
Language note
English
LC call number
JK421
LC item number
.T79 2010
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/relatedWorkOrContributorName
Stecher, Brian M
Series statement
Rand Corporation monograph series
Series volume
MG-1019
http://library.link/vocab/subjectName
  • Government accountability
  • Organizational effectiveness
  • Performance
Label
Toward a culture of consequences : performance-based accountability systems for public services, Brian M. Stecher ... [et al.], (electronic resource)
Instantiates
Publication
Note
Description based upon print version of record
Bibliography note
Includes bibliographical references (p. 217-235)
Carrier category
online resource
Carrier category code
  • cr
Content category
text
Content type code
  • txt
Contents
  • Cover; Title Page; Copyright; Preface; Contents; Figure and Tables; Summary; Acknowledgments; Abbreviations; Chapter One: Introduction; What Is a Performance-Based Accountability System?; Problem Recognition and Adoption; Design of the Performance-Based Accounting System; Implementation and Monitoring; Effectiveness; Refinement; A Note About Terminology; Research Approach; Cases Examined in This Study; Child Care; Education; Health Care; Public Health Emergency Preparedness; Transportation; Organization of This Monograph
  • Chapter Two: A Historical Perspective on Performance-Based Accountability Systems Origins; Twentieth-Century Efforts to Improve Efficiency and Performance; Total Quality Management; Other Public-Sector Performance Management Initiatives; Government Performance and Results Act; National Performance Review; Recent State and Local Efforts; Chapter Summary; Chapter Three: Problem Recognition and Adoption; Reasons for Adopting a Performance-Based Accountability System; Concerns Over Quality Sometimes Build for Many Years; Specific Events Can Also Weigh Heavily in System Creation
  • Sometimes One System Leads to Another Influence of Stakeholder and Governance Context; Service Providers Are Usually Influential Stakeholders; Influence of Service Consumers and Other Stakeholders Tends to Be Episodic; Decentralized Governance Structures Provide Opportunity for Stakeholder Influence; Systems Are Often Created Without Clear Agreement Among Stakeholders About Key Design Issues; Understanding of Service Production Processes; There Is Considerable Variation Across Sectors in the Quality of the Knowledge Base for Performance-Based Accountability Systems
  • Tension Between a Performance-Based Accountability System and Other Oversight Structures Chapter Summary; Chapter Four: The Design of an Incentive Structure to Motivate Behavioral Change; Whose Behavior Must Change to Meet System Goals?; In the Sectors Examined, System Designers Quickly Identified Whose Behavior Needed to Change; System Designers Sometimes Seek to Change Organizational Behavior; System Designers Must Ensure That Individuals and Organizations Targeted for Change Can See the Connection Between Their Behavior and System Goals
  • A System Should Distinguish the Contribution of Individuals from That of Teams Individuals and Organizations Targeted in the Nine Cases Have Varying Levels of Control Over Desired Changes; Incentive Structure Used to Induce Behavioral Change; Context Shapes the Incentive Options Available; The Size of an Incentive Should Reflect the Value to the Government of Changing the Targeted Behavior; Training and Technical Support Can Sometimes Be Used to Enhance Incentives; Cases Studied Varied Widely in the Use of Rewards and Sanctions; Chapter Summary
  • Chapter Five: The Design of Measures That Link Performance to Incentives
Extent
1 online resource (274 p.)
Form of item
online
Isbn
9781282940581
Media category
computer
Media type code
  • c
System control number
  • (CKB)2670000000046861
  • (EBL)618715
  • (OCoLC)654466723
  • (SSID)ssj0000429890
  • (PQKBManifestationID)11323218
  • (PQKBTitleCode)TC0000429890
  • (PQKBWorkID)10451915
  • (PQKB)11658816
  • (MiAaPQ)EBC618715
  • (EXLCZ)992670000000046861
Label
Toward a culture of consequences : performance-based accountability systems for public services, Brian M. Stecher ... [et al.], (electronic resource)
Publication
Note
Description based upon print version of record
Bibliography note
Includes bibliographical references (p. 217-235)
Carrier category
online resource
Carrier category code
  • cr
Content category
text
Content type code
  • txt
Contents
  • Cover; Title Page; Copyright; Preface; Contents; Figure and Tables; Summary; Acknowledgments; Abbreviations; Chapter One: Introduction; What Is a Performance-Based Accountability System?; Problem Recognition and Adoption; Design of the Performance-Based Accounting System; Implementation and Monitoring; Effectiveness; Refinement; A Note About Terminology; Research Approach; Cases Examined in This Study; Child Care; Education; Health Care; Public Health Emergency Preparedness; Transportation; Organization of This Monograph
  • Chapter Two: A Historical Perspective on Performance-Based Accountability Systems Origins; Twentieth-Century Efforts to Improve Efficiency and Performance; Total Quality Management; Other Public-Sector Performance Management Initiatives; Government Performance and Results Act; National Performance Review; Recent State and Local Efforts; Chapter Summary; Chapter Three: Problem Recognition and Adoption; Reasons for Adopting a Performance-Based Accountability System; Concerns Over Quality Sometimes Build for Many Years; Specific Events Can Also Weigh Heavily in System Creation
  • Sometimes One System Leads to Another Influence of Stakeholder and Governance Context; Service Providers Are Usually Influential Stakeholders; Influence of Service Consumers and Other Stakeholders Tends to Be Episodic; Decentralized Governance Structures Provide Opportunity for Stakeholder Influence; Systems Are Often Created Without Clear Agreement Among Stakeholders About Key Design Issues; Understanding of Service Production Processes; There Is Considerable Variation Across Sectors in the Quality of the Knowledge Base for Performance-Based Accountability Systems
  • Tension Between a Performance-Based Accountability System and Other Oversight Structures Chapter Summary; Chapter Four: The Design of an Incentive Structure to Motivate Behavioral Change; Whose Behavior Must Change to Meet System Goals?; In the Sectors Examined, System Designers Quickly Identified Whose Behavior Needed to Change; System Designers Sometimes Seek to Change Organizational Behavior; System Designers Must Ensure That Individuals and Organizations Targeted for Change Can See the Connection Between Their Behavior and System Goals
  • A System Should Distinguish the Contribution of Individuals from That of Teams Individuals and Organizations Targeted in the Nine Cases Have Varying Levels of Control Over Desired Changes; Incentive Structure Used to Induce Behavioral Change; Context Shapes the Incentive Options Available; The Size of an Incentive Should Reflect the Value to the Government of Changing the Targeted Behavior; Training and Technical Support Can Sometimes Be Used to Enhance Incentives; Cases Studied Varied Widely in the Use of Rewards and Sanctions; Chapter Summary
  • Chapter Five: The Design of Measures That Link Performance to Incentives
Extent
1 online resource (274 p.)
Form of item
online
Isbn
9781282940581
Media category
computer
Media type code
  • c
System control number
  • (CKB)2670000000046861
  • (EBL)618715
  • (OCoLC)654466723
  • (SSID)ssj0000429890
  • (PQKBManifestationID)11323218
  • (PQKBTitleCode)TC0000429890
  • (PQKBWorkID)10451915
  • (PQKB)11658816
  • (MiAaPQ)EBC618715
  • (EXLCZ)992670000000046861

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