Output-based management and the management of performance: insights from the Victorian experience |
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| Affiliation: | 1. Federal University of Campina Grande (UFCG), Campina Grande, PB, Brazil;2. Instituto de Telecomunicações e Departamento de Eletrónica, Telecomunicações e Informática, Universidade de Aveiro, Campus Universitário de Santiago, 3810-193 Aveiro, Portugal;3. University of Pernambuco (UPE), Recife, PE, Brazil;1. Pacific Northwest National Laboratory, Richland, WA 99352, USA;2. Oak Ridge National Laboratory, Oak Ridge, TN, USA;1. Graduate Institute of Linguistics, Department of Psychology, Graduate Institute of Brain and Mind Sciences, and Neurobiology and Cognitive Neuroscience Center, National Taiwan University, Taipei, Taiwan;2. Moss Rehabilitation Research Institute, Philadelphia, PA, USA;3. Department of Psychology, Drexel University, PA, USA;1. Department of Physics, Sloane Laboratory, Yale University, New Haven, CT 06520, USA;2. Abdus Salam International Centre for Theoretical Physics, Strada Costiera 11, 34151, Trieste, Italy;3. Department of Physics, Faculty of Science and Engineering, Swansea University, Singleton Park, SA2 8PP, Swansea, Wales, UK |
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| Abstract: | During the 1990s, the nature of general and financial management practices within the public sectors of many jurisdictions underwent significant change. The Australian state of Victoria represents an example of a jurisdiction in which the extent of change was particularly large. In the context of that state’s adoption of an output-based budgeting and management framework, the development and reporting of performance indicator data became a matter of increased significance in sustaining continuous improvement. This paper reports the results of a study of performance data reported within the Victorian public sector, and highlights problems indicated by high degrees of turnover in inventories of reported indicators over time. |
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