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Multiple Public Service Performance Indicators: Toward an Integrated Statistical Approach

Multiple Public Service Performance Indicators: Toward an Integrated Statistical Approach Public service organizations usually produce multiple outputs, measured on different scales, giving rise to a suite of performance indicators. The traditional approach to statistical analysis of organizational performance has been to develop a separate regression model for each performance indicator. This piecemeal approach, the article argues, may discard valuable information, as it ignores potentially important relationships between individual performance measures. We therefore propose modeling an organization's performance measures simultaneously, using the methods of seemingly unrelated regressions. The approach implicitly introduces a latent organizational variable into the regressions and may therefore economize on the need to assemble explicit measures of organizational characteristics. The method is illustrated using an example from English public hospitals. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Public Administration Research and Theory Oxford University Press

Multiple Public Service Performance Indicators: Toward an Integrated Statistical Approach

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References (24)

Publisher
Oxford University Press
Copyright
© The Author 2005. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved. For permissions, please e-mail: [email protected].
ISSN
1053-1858
eISSN
1477-9803
DOI
10.1093/jopart/mui036
Publisher site
See Article on Publisher Site

Abstract

Public service organizations usually produce multiple outputs, measured on different scales, giving rise to a suite of performance indicators. The traditional approach to statistical analysis of organizational performance has been to develop a separate regression model for each performance indicator. This piecemeal approach, the article argues, may discard valuable information, as it ignores potentially important relationships between individual performance measures. We therefore propose modeling an organization's performance measures simultaneously, using the methods of seemingly unrelated regressions. The approach implicitly introduces a latent organizational variable into the regressions and may therefore economize on the need to assemble explicit measures of organizational characteristics. The method is illustrated using an example from English public hospitals.

Journal

Journal of Public Administration Research and Theory – Oxford University Press

Published: Oct 2, 2005

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