Performance in the Public Sector

Abstract

Big claims have been made about the application of performance management in the public sector. In addition to improving accountability, performance management has been widely promoted as a useful managerial tool that is capable of improving organizational performance. This chapter reviews the literature on performance management in the public sector, paying particular attention to empirical research on its implementation in the Australian public sector. The review findings suggest that the promise of the performance-enhancing effects of performance management in the public sector is likely to remain an illusion until public managers are able to effectively address the various challenges associated with its implementation, particularly around non-technical issues.