The purpose of this article and of this symposium is to challenge the notion that simple performance tracking by itself is capable of improving performance. The claim of this paper is that in order to advance performance there is a need to manage performance rather than simply measure any given aspect of it across the board. Management of performance can mean in some cases measurement of effectiveness and efficiency, in others it may mean management of important stakeholders or the organizational relations with them. In still other cases, management of organizational culture and motivation may.
EDITORIAL ADVISORY BOARD; Editorial; Performance measurement is only one way of managing performance; Public performance measurement; Performance management in a setting of deficient output controls; Performance measurement in the public sector: the German experience; Coping with targets: performance measurement in The Netherlands police; The national identity as a motivational factor for better performance in the public sector; Performance measurement uncertainty on the Grand Canal; Diary of events.