The manager, the citizen, the politician and performance measures

David McKevitt; Alan Lawton

doi:10.1080/09540969609387933

The manager, the citizen, the politician and performance measures

David McKevitt
, Alan Lawton

University of Limerick
Open University Milton Keynes

Research output: Contribution to journal › Article › peer-review

Abstract

Failure to address implementation issues is a key reason for the failure of organizational strategy. Drawing upon research in a wide range of public service organizations, this article argues that top-down implementation of performance measurement systems has led to middle-manager disenchantment and does not meet user needs.

Original language	English
Pages (from-to)	49-54
Number of pages	6
Journal	Public Money and Management
Volume	16
Issue number	3
DOIs	https://doi.org/10.1080/09540969609387933
Publication status	Published - 1996
Externally published	Yes

Access to Document

10.1080/09540969609387933

Cite this

@article{f69a85235a834f16b9681c9acd481a77,

title = "The manager, the citizen, the politician and performance measures",

abstract = "Failure to address implementation issues is a key reason for the failure of organizational strategy. Drawing upon research in a wide range of public service organizations, this article argues that top-down implementation of performance measurement systems has led to middle-manager disenchantment and does not meet user needs.",

author = "David McKevitt and Alan Lawton",

year = "1996",

doi = "10.1080/09540969609387933",

language = "English",

volume = "16",

pages = "49--54",

journal = "Public Money and Management",

issn = "0954-0962",

publisher = "Routledge",

number = "3",

}

TY - JOUR

T1 - The manager, the citizen, the politician and performance measures

AU - McKevitt, David

AU - Lawton, Alan

PY - 1996

Y1 - 1996

N2 - Failure to address implementation issues is a key reason for the failure of organizational strategy. Drawing upon research in a wide range of public service organizations, this article argues that top-down implementation of performance measurement systems has led to middle-manager disenchantment and does not meet user needs.

AB - Failure to address implementation issues is a key reason for the failure of organizational strategy. Drawing upon research in a wide range of public service organizations, this article argues that top-down implementation of performance measurement systems has led to middle-manager disenchantment and does not meet user needs.

UR - https://www.scopus.com/pages/publications/0030519559

U2 - 10.1080/09540969609387933

DO - 10.1080/09540969609387933

M3 - Article

AN - SCOPUS:0030519559

SN - 0954-0962

VL - 16

SP - 49

EP - 54

JO - Public Money and Management

JF - Public Money and Management

IS - 3

ER -

The manager, the citizen, the politician and performance measures

Abstract

Access to Document

Other files and links

Fingerprint

Cite this