TY - JOUR
AU - Hatry, Harry P.
AB - Fashions and Fallacies HARRY P. HATRY Urban Institute in Washington, D.C. In this article, I identify a number of perceptions about performance measurement and performance management that I believe to be wrong or, at least, greatly overstated. These elements may appear fashionable but should be looked at with considerable skepticism. Many readers may not agree with my positions, but hopefully they will at least stimulate discussion and debate. Whether each of these elements is a fallacy or merely the fashion ofthe day is not always clear. I leave that up to the reader to decide. For the purposes of this article, performance management is defined as the use of performance information to affect programs, policies, or any other organization actions aimed at maximizing the benefits of public services. Fashion/Fallacy 1: Performance Measurement Is the Same as Performance Management Most government performance measurement focus has been on measurement, with little attention to how to use the information to help identify program improvements. This most likely is because the impetus for performance measurement has typically come from external funders seeking accountability, not from public managers them­ selves seeking the information to help them improve their programs. This needs to be changed. 
TI - Performance Measurement
JF - Public Performance & Management Review
DO - 10.1080/15309576.2002.11643671
DA - 2002-06-01
UR - https://www.deepdyve.com/lp/taylor-francis/performance-measurement-CWH0ne35vT
SP - 352
EP - 358
VL - 25
IS - 4
DP - DeepDyve
ER -