Expanding the notion of organisational performance measurement to support joined-up government
| Author | Len Hand,Alan Lovell |
| Published date | 01 April 1999 |
| Date | 01 April 1999 |
| DOI | 10.1177/095207679901400203 |
| Subject Matter | Articles |
Expanding
the
notion
of
organisational
performance
measurement
to
support
joined-up
government
Alan
Lovell
and
Len
Hand
Nottingham
Trent
University
Abstract
This
article
challenges
current
conceptions
of
accounting
for
organisational
performance
in
the
light
of
moves
towards
joined-up
government.
Drawing
on
empirical
work,
the
authors
illustrate
the
tension
between
a
desire
for
more
inclusive
policies
and
an
emphasis
on
inward-looking,
myopic
forms
of
perfor-
mance
measurement.
An
expanded
framework
for
accounting
for
organisational
performance
is
offered
that
is
compatible
with
notions
of
inclusive
government.
Introduction
There
are
two
principal
arguments
within
this
paper.
The
first
is
that
calls
for
'joined-up
government'
(e.g.
Clarke
&
Stewart,
1997;
Perri
6,
1997
&
1998;
Ranson
&
Stewart,
1994;
Rhodes,
1997;
Richards,
1997,
Wilkinson
&
Appelbee,
1999),
are
not
novel,
and
thus
history
may
possess
lessons
for
joined-up
approaches
to
the
'wicked'
issues.
Although
the
development
and
use
of
networks,
and
the
emphasis
upon
bottom-up
initiatives
as
the
catalysts
for
joined-up
approaches
distinguish
current
developments
from
previous
approaches
(notably
Planned
Programme
Budgeting
-
PPB),
the
authors
argue
that
the
experiences
of
those
who
employed
PPB
are
worth
reflecting
upon.
The
second
argument
is
that
whilst
the
key
elements
that
challenge
the
potential
success
of
current
holistic
approaches
are
themselves
evident
in
past
attempts
to
achieve
policy
orientated
ends,
there
are
certain
contemporary
developments
(notably
resource
accounting
and
budgeting),
that
raise
important
questions
for
those
professing
the
virtues
of
holistic
approaches
towards
problem
solving.
These
questions
reflect
the
fragmentation
of
managerial
responsibility
inherent
within
much
of
new
public
management'
(NPM).
At
one
and
the
same
time
those
working
within
the
public
sector
are
exalted
to
tackle
the
difficult
issues
by
reflecting
upon
causes
and
effects
and
developing
strategies,
alliances,
partnerships
and
networks
which
address
the
former.
However,
at
the
same
time,
Public
Policy
and
Administration
Volume
14
No.
2
Summer
1999
17
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