Please use this identifier to cite or link to this item: 192.168.6.56/handle/123456789/46170
Full metadata record
DC FieldValueLanguage
dc.contributor.editorPidd, Michael-
dc.date.accessioned2019-02-21T07:54:54Z-
dc.date.available2019-02-21T07:54:54Z-
dc.date.issued2012-
dc.identifier.isbn978-1-107-00465-8-
dc.identifier.urihttp://10.6.20.12:80/handle/123456789/46170-
dc.descriptionIn this book I argue that performance measurement is a vital part of any systematic attempt to continually improve public services. It is certainly not the only part, but without it, how can any stakeholders have a reasonable idea of how well these services are provided? It is a mistake to assume that measurement is only appropriate to particular forms of public management. Many have argued that it is a core element of what has become known as the New Public Management (NPM). However, many public bodies attempted to measure aspects of their performance long before the ideas of NPM appeared. How can agencies know how well they are doing unless they attempt to i nd out and do so in a systematic way?en_US
dc.language.isoenen_US
dc.publisherLancaster University Management Schoolen_US
dc.subjectPrinciples of performance measurementen_US
dc.titleMeasuring the Performance of Public Servicesen_US
dc.typeBooken_US
Appears in Collections:Building Construction

Files in This Item:
File Description SizeFormat 
11.pdf3.52 MBAdobe PDFView/Open
Show simple item record


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.