| Description |
1 online resource (xxxv, 235 pages) |
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text txt rdacontent |
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computer c rdamedia |
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online resource cr rdacarrier |
| Physical Medium |
polychrome. rdacc http://rdaregistry.info/termList/RDAColourContent/1003 |
| Description |
text file rdaft http://rdaregistry.info/termList/fileType/1002 |
| Series |
Rand Corporation monograph series ; MG-1019 |
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Rand Corporation monograph series.
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| Contents |
Introduction -- A historical perspective on performance-based accountability systems -- Problem recognition and adoption -- The design of an incentive structure to motivate behavioral change -- The design of measures that link performance to incentives -- Implementation and monitoring -- Effectiveness of performance-based accountability systems -- Motivating and improving system evaluation -- Conclusions -- Appendix A: The five sectors -- Appendix B: Designs for evaluation. |
| Summary |
Performance-based accountability systems (PBASs), which link incentives to measured performance as a means of improving services to the public, have gained popularity. While PBASs can vary widely across sectors, they share three main components: goals, incentives, and measures. Research suggests that PBASs influence provider behaviors, but little is known about PBAS effectiveness at achieving performance goals or about government and agency experiences. This study examines nine PBASs that are drawn from five sectors: child care, education, health care, public health emergency preparedness, and transportation. In the right circumstances, a PBAS can be an effective strategy for improving service delivery. Optimum circumstances include having a widely shared goal, unambiguous observable measures, meaningful incentives for those with control over the relevant inputs and processes, few competing interests, and adequate resources to design, implement, and operate the PBAS. However, these conditions are rarely fully realized, so it is difficult to design and implement PBASs that are uniformly effective. PBASs represent a promising policy option for improving the quality of service-delivery activities in many contexts. The evidence supports continued experimentation with and adoption of this approach in appropriate circumstances. Even so, PBAS design and its prospects for success depend on the context in which the system will operate. Also, ongoing system evaluation and monitoring are integral components of a PBAS; they inform refinements that improve system functioning over time. |
| Bibliography |
Includes bibliographical references. |
| Note |
Print version record. |
| Language |
English. |
| Subject |
Government accountability -- United States.
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Organizational effectiveness -- United States.
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Performance -- Management.
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Performance technology -- Management.
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Obligation de rendre compte (Administration publique) -- États-Unis.
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Efficacité organisationnelle -- États-Unis.
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Rendement au travail -- Gestion.
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POLITICAL SCIENCE -- Public Affairs & Administration.
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EDUCATION -- Educational Policy & Reform -- General.
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Government accountability
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Organizational effectiveness
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Performance -- Management
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United States https://id.oclc.org/worldcat/entity/E39PBJtxgQXMWqmjMjjwXRHgrq
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| Added Author |
Stecher, Brian M.
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| In: |
Books at JSTOR: Open Access JSTOR |
| Other Form: |
Print version: Toward a culture of consequences. Santa Monica, CA : RAND, 2010 9780833050151 (DLC) 2010027552 (OCoLC)645708608 |
| ISBN |
9780833050830 (electronic bk.) |
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0833050834 (electronic bk.) |
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1282940589 |
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9781282940581 |
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9786612940583 |
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6612940581 |
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9780833050151 (pbk. ; alk. paper) |
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083305015X (pbk. ; alk. paper) |
| Report No. |
RAND/MG-1019 |
| Standard No. |
AU@ 000048823287 |
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AU@ 000051346190 |
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CHNEW 000609448 |
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DEBBG BV043072505 |
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DEBBG BV044148614 |
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DEBSZ 396925995 |
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DEBSZ 421670029 |
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GBVCP 1008654620 |
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HEBIS 278028802 |
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NZ1 13934731 |
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AU@ 000068458880 |
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