Behavioral public performance: how people make sense of government metrics
A revolution in the measurement and reporting of government performance through the use of published metrics, rankings and reports has swept the globe at all levels of government. Performance metrics now inform important decisions by politicians, public managers and citizens. However, this performan...
Gespeichert in:
| Hauptverfasser: | , , , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cambridge
Cambridge University Press
2020
|
| Schriftenreihe: | Cambridge elements. Elements in public and nonprofit administration
|
| Schlagworte: | |
| Online-Zugang: | BSB01 EUV01 UBG01 Volltext |
| Zusammenfassung: | A revolution in the measurement and reporting of government performance through the use of published metrics, rankings and reports has swept the globe at all levels of government. Performance metrics now inform important decisions by politicians, public managers and citizens. However, this performance movement has neglected a second revolution in behavioral science that has revealed cognitive limitations and biases in people's identification, perception, understanding and use of information. This Element introduces a new approach - behavioral public performance - that connects these two revolutions. Drawing especially on evidence from experiments, this approach examines the influence of characteristics of numbers, subtle framing of information, choice of benchmarks or comparisons, human motivation and information sources. These factors combine with the characteristics of information users and the political context to shape perceptions, judgment and decisions. Behavioral public performance suggests lessons to improve design and use of performance metrics in public management and democratic accountability |
| Beschreibung: | Title from publisher's bibliographic system (viewed on 26 May 2020) |
| Beschreibung: | 1 Online-Ressource (94 Seiten) |
| ISBN: | 9781108761338 |
| DOI: | 10.1017/9781108761338 |
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Datensatz im Suchindex
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| author | James, Oliver 1971- Olsen, Asmus Leth 1984- Moynihan, Donald P. Van Ryzin, Gregg G. 1961- |
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| dewey-tens | 350 - Public administration and military science |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| doi_str_mv | 10.1017/9781108761338 |
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| illustrated | Not Illustrated |
| index_date | 2024-07-03T14:48:38Z |
| indexdate | 2024-07-10T08:53:31Z |
| institution | BVB |
| isbn | 9781108761338 |
| language | English |
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| spelling | James, Oliver 1971- Verfasser (DE-588)142613967 aut Behavioral public performance how people make sense of government metrics Oliver James, Donald P. Moynihan, Asmus Leth Olsen, Gregg G. Van Ryzin Cambridge Cambridge University Press 2020 1 Online-Ressource (94 Seiten) txt rdacontent c rdamedia cr rdacarrier Cambridge elements. Elements in public and nonprofit administration Title from publisher's bibliographic system (viewed on 26 May 2020) A revolution in the measurement and reporting of government performance through the use of published metrics, rankings and reports has swept the globe at all levels of government. Performance metrics now inform important decisions by politicians, public managers and citizens. However, this performance movement has neglected a second revolution in behavioral science that has revealed cognitive limitations and biases in people's identification, perception, understanding and use of information. This Element introduces a new approach - behavioral public performance - that connects these two revolutions. Drawing especially on evidence from experiments, this approach examines the influence of characteristics of numbers, subtle framing of information, choice of benchmarks or comparisons, human motivation and information sources. These factors combine with the characteristics of information users and the political context to shape perceptions, judgment and decisions. Behavioral public performance suggests lessons to improve design and use of performance metrics in public management and democratic accountability Civil service / Personnel management Performance standards Olsen, Asmus Leth 1984- Verfasser (DE-588)1212462777 aut Moynihan, Donald P. Verfasser (DE-588)135980003 aut Van Ryzin, Gregg G. 1961- Verfasser (DE-588)131895540 aut Erscheint auch als Druck-Ausgabe 978-1-10870-807-4 https://doi.org/10.1017/9781108761338 Verlag URL des Erstveröffentlichers Volltext |
| spellingShingle | James, Oliver 1971- Olsen, Asmus Leth 1984- Moynihan, Donald P. Van Ryzin, Gregg G. 1961- Behavioral public performance how people make sense of government metrics Civil service / Personnel management Performance standards |
| title | Behavioral public performance how people make sense of government metrics |
| title_auth | Behavioral public performance how people make sense of government metrics |
| title_exact_search | Behavioral public performance how people make sense of government metrics |
| title_exact_search_txtP | Behavioral public performance how people make sense of government metrics |
| title_full | Behavioral public performance how people make sense of government metrics Oliver James, Donald P. Moynihan, Asmus Leth Olsen, Gregg G. Van Ryzin |
| title_fullStr | Behavioral public performance how people make sense of government metrics Oliver James, Donald P. Moynihan, Asmus Leth Olsen, Gregg G. Van Ryzin |
| title_full_unstemmed | Behavioral public performance how people make sense of government metrics Oliver James, Donald P. Moynihan, Asmus Leth Olsen, Gregg G. Van Ryzin |
| title_short | Behavioral public performance |
| title_sort | behavioral public performance how people make sense of government metrics |
| title_sub | how people make sense of government metrics |
| topic | Civil service / Personnel management Performance standards |
| topic_facet | Civil service / Personnel management Performance standards |
| url | https://doi.org/10.1017/9781108761338 |
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