Making Government Accountable: Lessons from a Federal Job Training Program

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dc.contributor.author COURTY, Pascal
dc.contributor.author MARSCHKE, Gerald
dc.date.accessioned 2007-10-26T07:21:00Z
dc.date.available 2007-10-26T07:21:00Z
dc.date.issued 2007
dc.identifier.citation Public Administration Review, 2007, 67, 5, 905-916 en
dc.identifier.uri http://hdl.handle.net/1814/7311
dc.description.abstract This article describes the evolution of a performance measurement system in a government job training program. In this program, a federal agency establishes performance measures and standards for substate agencies. The performance measurement system's evolution is at least partly explained as a process of trial and error characterized by a feedback loop: The federal agency establishes performance measures, the local managers learn how to game them, the federal agency learns about gaming and reformulates the performance measures, possibly leading to new gaming, and so on. The dynamics suggest that implementing a performance measurement system in government is not a one-time challenge but benefits from careful monitoring and perhaps frequent revision. en
dc.language.iso en en
dc.relation.ispartof Public Administration Review
dc.title Making Government Accountable: Lessons from a Federal Job Training Program en
dc.type Article en
dc.neeo.contributor COURTY|Pascal|aut|EUI70003
dc.neeo.contributor MARSCHKE|Gerald|aut|
dc.identifier.volume 67
dc.identifier.startpage 905
dc.identifier.endpage 916


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