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Making Government Accountable: Lessons from a Federal Job Training Program.

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Title: Making Government Accountable: Lessons from a Federal Job Training Program.
Authors: Courty, Pascal1 (AUTHOR), Marschke, Gerald2 (AUTHOR)
Source: Public Administration Review. Sep2007, Vol. 67 Issue 5, p904-916. 13p. 1 Chart.
Subject Terms: *Occupational training, *Performance, Civil service positions, Revisions, Measurement
Abstract: This article describes the evolution of a performance measurement system in a government job training program. In this program, a federal agency establishes performance measures and standards for substate agencies. The performance measurement system’s evolution is at least partly explained as a process of trial and error characterized by a feedback loop: The federal agency establishes performance measures, the local managers learn how to game them, the federal agency learns about gaming and reformulates the performance measures, possibly leading to new gaming, and so on. The dynamics suggest that implementing a performance measurement system in government is not a one-time challenge but benefits from careful monitoring and perhaps frequent revision. [ABSTRACT FROM AUTHOR]
Copyright of Public Administration Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Education Research Complete
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  Data: Making Government Accountable: Lessons from a Federal Job Training Program.
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  Data: This article describes the evolution of a performance measurement system in a government job training program. In this program, a federal agency establishes performance measures and standards for substate agencies. The performance measurement system’s evolution is at least partly explained as a process of trial and error characterized by a feedback loop: The federal agency establishes performance measures, the local managers learn how to game them, the federal agency learns about gaming and reformulates the performance measures, possibly leading to new gaming, and so on. The dynamics suggest that implementing a performance measurement system in government is not a one-time challenge but benefits from careful monitoring and perhaps frequent revision. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of Public Administration Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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RecordInfo BibRecord:
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        Value: 10.1111/j.1540-6210.2007.00777.x
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      – Code: eng
        Text: English
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        PageCount: 13
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      – SubjectFull: Occupational training
        Type: general
      – SubjectFull: Performance
        Type: general
      – SubjectFull: Civil service positions
        Type: general
      – SubjectFull: Revisions
        Type: general
      – SubjectFull: Measurement
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      – TitleFull: Making Government Accountable: Lessons from a Federal Job Training Program.
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            NameFull: Courty, Pascal
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              M: 09
              Text: Sep2007
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              Y: 2007
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