Performance Measurement in Public Sector Services

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Abstract
This paper argues that there are four influences on the development of performance measures in the public services: a belief by the government that reward should be linked to performance and that financial incentives can be developed which bring about the link; a belief in the superiority of management in the private sector compared with the public; performance measures are inevitably linked by those engaged in service provision to attempts to cut expenditure; the measurement approaches being adopted imply the accountability of local services to a higher body, rather than the users of the services. Because of these influences, there is confusion among managers about the meaning of performance measurement and this reduces its value as an aid to good management in the public services.

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