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Performance management has been a focus of scholars and practitioners for more than 25 years, yet the use of performance information has not greatly expanded as a result of this attention. Acknowledging that performance measurement is not an end in itself but rather a means to enhance focus on results and value, this article evaluates the determinants of the use of performance information by local government administrators. An online survey was administered to local government employees involved in the 2015–16 Florida Benchmarking Consortium. Analysis of the data demonstrates that institutionalization of performance measurement has the strongest statistically significant positive association with the use of performance information, followed by the design adequacy of the performance measurement system. 相似文献
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Steve Jacob Louis M. Imbeau Jean‐Franois Blanger 《Canadian public administration. Administration publique du Canada》2011,54(2):189-215
Abstract: The administrative discretion of civil servants is a central topic in public administration literature. Some authors view it as necessary and beneficial, while other researchers see it is a source of widespread abuse. However, reforms inspired by the “new public management” taking place in a number of public administrations are promoting greater managerial flexibility. In parallel with these modernization initiatives directed at administration, scandals continue to shake politico‐administrative life, and ethical issues are increasingly at the heart of public action. It is within this context that we question the relationship between an increasing managerial discretion and the development of an ethics infrastructure. Which areas are at risk? Can ethics help overcome the potential abuses of power? How do managers perceive their ability to be flexible and the role of ethics in their work? How do you implement the ethical requirements developed in various standards documents? These are the principal themes addressed in this article that presents the findings of a qualitative case study conducted in a Quebec ministry in 2008–2009. Our results show that, contrary to what promoters of the new public management claim, managers have little, if any, discretionary power in matters of financial management. Their actions and decisions are strictly governed by hierarchical control mechanisms or a computer system. This explains in part why taking ownership of general principles and establishing an ethics infrastructure remain a formal process. 相似文献
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Steve Ellner is the director of the Center for Administrative and Economic Research of the Universidad de Oriente, Puerto
La Cruz, Venezuela. He is the author ofOrganized Labor in Venezuela, 1958–1991: Behavior and Concerns in a Democratic Setting (Scholarly Resources) and coeditor ofThe Latin American Left: From the Fall of Allende to Perestroika (Westview Press), both published in 1993. 相似文献
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Steve Stack 《American Journal of Criminal Justice》1994,18(1):25-39
A requisite of both general deterrence and brutalization theories of capital punishment is citizen awareness of executions.
Yet this dimension is frequently left unmeasured in the literature on executions and homicide. Further, the current literature
utilizes nationwide data, which introduces aggregation bias. The present study deals with these issues, testing the brutalization
theory with data on publicized executions in the state of Georgia. Monthly data are used in order to capture any short-term
brutalization effect. The results of a multivariate time-series model find that a publicized execution is associated with
an increase of 2.6 homicides, or 6.8%, in the month of the publicized execution. Publicized executions were associated with
an increase of 55 homicides during the time period analyzed. The results provide no support for the deterrence, victim mobilization,
and normative validation perspectives on homicide. The findings can be interpreted, however, from several different varieties
of brutalization theory. 相似文献