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Copyright of Public Money & Management is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. 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.)

Copyright of Revista del CLAD Reforma y Democracia is the property of Centro Latinoamericano de Administracion para el Desarrollo (CLAD) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. 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.)

To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-8500.2009.00632.x Byline: Ana Yetano (*) Keywords: performance management; local government; Balanced Scorecard Abstract: Local governments have been involved in a continuous reform process during recent decades. In many cases, this process has focused on the introduction of performance measurement and management. Reforms have evolved from the mere use of indicators to integrated management systems. In this article, the Balanced Scorecard, a system designed to answer the need for integrated management systems, is used as the framework to analyse how local governments have managed the use of performance management systems. The demands for better public performance, for greater customer focus, for enhanced decision-making and for increased responsiveness have an important role in the design of performance management systems. In addition, a perceived crisis in the area of management can act as catalyst for the implementation. Author Affiliation: (*)University of Zaragoza

Efforts to "reinvent" government have emphasized the importance of performance measurement and management (PMM) systems to improve government operations. Although it seems clear why organizations adopt PMM systems, less is known about their actual consequences. This study, using a survey to Japanese local government departments, explores whether different uses of PMM and their interaction with the context (predictability and bureaucratic culture) can affect the impact of PMM on organizational performance. Results show that using PMM, not only having it, is not enough to generate performance improvements. It is shown that the fitness of use to the local government context is the way to foster performance. A strong bureaucratic culture shows a positive relation with performance in the Japanese setting. [ABSTRACT FROM AUTHOR]

Performance measures and rewards are becoming commonplace in public sector organizations. This article studies the implementation of performance-related pay (PRP) mechanisms in the boards of directors of the Foundation Trusts (FTs) of the National Health Service (NHS) in England and analyzes whether their remuneration is linked to organizational performance using qualitative and quantitative analyses (structural equation model). FTs operate in a favorable context for implementing PRP to remunerate executive directors. Our results show that many FTs have not implemented PRP and hardly any report having payed bonuses. However, most of them disclose that they carry out some kind of performance appraisal. These results indicate both reluctance to and difficulties in adopting PRP in public sector entities. Results also suggest that executive directors of NHS FTs are stewards in an "odd" kingdom that uses performance ratings to evaluate organizations, blaming directors when ratings are bad, but with no rewards when good performance is achieved. [ABSTRACT FROM AUTHOR]

Performance audits allow audit institutions to contribute to the improvement of the economy, efficiency, and/or effectiveness of public sector entities through the recommendations of their reports. To assess the impact of the performance audits carried out by EU Supreme and Regional Audit Institutions, this article analyzes whether these recommendations are implemented in practice or not. The results show that there are two main ways in which the recommendations included in the performance audit reports produce an impact: the Anglo-American way, based on auditee actions and follow-up processes, and the Germanic way, based on parliamentary action. [ABSTRACT FROM AUTHOR]

This study analyzes whether there are any differences in enrollment and drop-out rates between e-participation and traditional participation in a long-term citizen collaboration project. The theoretical framework is based on networked individualism. Results show that capturing and maintaining citizen interest is a daunting task, even in a sensitive topic that might generate positive and tangible benefits for citizens. The higher levels of accessibility offered by information and communication technologies (ICTs) are not enough to reverse public apathy, and person-to-person contact is more effective to maintain engagement. Based on the findings, some actions to reduce dropout in long-term citizen collaboration projects are suggested. [ABSTRACT FROM AUTHOR]

The VFM audit has emerged as an increasingly influential force in the public sector. Nevertheless, as in new public management, vfm audit developments show differences among countries. This paper studies vfm auditing in Germany, Spain and the United Kingdom regional audit institutions. The aim is to evaluate the level of development of vfm auditing in these countries at regional space and to explain the factors that may create differences and similarities in those developments. Using actor-network theory, we describe two models of vfm audit development: the anglo-saxon model for the United Kingdom, based on the private sector, and the continental model, for Germany and Spain, based on a clear distinction between the public and the private sectors. The public administration style and the focus of public sector reforms have had a great influence on the final configuration of VFM auditing. [ABSTRACT FROM AUTHOR]