Accountability Through Performance Management?

Hospital performance management schemes in Denmark, Germany and England

Authored by: Karsten Vrangbæk , Tanja Klenk , John Appleby , Sarah Gregory

The Routledge Handbook to Accountability and Welfare State Reforms in Europe

Print publication date:  November  2016
Online publication date:  November  2016

Print ISBN: 9781472470591
eBook ISBN: 9781315612713
Adobe ISBN: 9781317044208

10.4324/9781315612713.ch9

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Abstract

Performance management has developed into a central part of public sector reforms in the last 30 years. It is a tool of governance that may be used for a variety of objectives, such as improving the efficiency and effectiveness of public services, but also for holding organizations delivering public goods and services accountable. While public service providers traditionally have been held accountable for the appropriateness of formal structures and decision procedures, this has changed with the gradual shift towards New Public Management and its focus on outputs. Being accountable is today more and more understood as being answerable for performance. The assumption is that when performance information is publicly available, service providers are more responsive to public accountability claims.

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