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Creating a Performance Culture? Info...

Destler, Kate Elizabeth Neem.

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Creating a Performance Culture? Informal Institutions and Education Reform.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Creating a Performance Culture? Informal Institutions and Education Reform./
Author:	Destler, Kate Elizabeth Neem.
Description:	238 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-05(E), Section: A.
Contained By:	Dissertation Abstracts International75-05A(E).
Subject:	Political Science, Public Administration. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3608916
ISBN:	9781303674297

Creating a Performance Culture? Informal Institutions and Education Reform.
Destler, Kate Elizabeth Neem.

Creating a Performance Culture? Informal Institutions and Education Reform. - 238 p.

Source: Dissertation Abstracts International, Volume: 75-05(E), Section: A.

Thesis (Ph.D.)--University of Washington, 2013.

Performance management, despite its popularity as a strategy to improve public service quality, has had mixed results. One reason is that successful reform depends not just on changes in formal systems but also on changes in organizational values. This mixed-method dissertation analyzes a large urban school district to assess the role of performance pressure and organizational climate in the development of performance management values.

ISBN: 9781303674297Subjects--Topical Terms:

1017438
Political Science, Public Administration.

Creating a Performance Culture? Informal Institutions and Education Reform.
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020 $a 9781303674297
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100 1 $a Destler, Kate Elizabeth Neem. $3 2098336
245 1 0 $a Creating a Performance Culture? Informal Institutions and Education Reform.
300 $a 238 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-05(E), Section: A.
500 $a Adviser: Stephen B. Page.
502 $a Thesis (Ph.D.)--University of Washington, 2013.
520 $a Performance management, despite its popularity as a strategy to improve public service quality, has had mixed results. One reason is that successful reform depends not just on changes in formal systems but also on changes in organizational values. This mixed-method dissertation analyzes a large urban school district to assess the role of performance pressure and organizational climate in the development of performance management values.
520 $a In contrast with prior research, it finds that pressure has a negligible effect on espoused performance values and a negative and significant impact on the adoption of performance management behavior. By contrast, organizational climate has a strong and positive impact on performance values. Follow-up analyses suggest, first, that pressure may not be necessary for organizational change, and second, that values conflict and features of the managerial and policy context itself---policy complexity, fiscal austerity, and contested outcomes and outcome measures---reduce organizations' responsiveness. These findings raise serious questions about the efficacy of high-stakes accountability reforms, and highlight the need for policymakers to consider alternate approaches that foster organizational trust and the build capacity for reform.
590 $a School code: 0250.
650 4 $a Political Science, Public Administration. $3 1017438
650 4 $a Sociology, Public and Social Welfare. $3 1017909
650 4 $a Education, Policy. $3 1669130
690 $a 0617
690 $a 0630
690 $a 0458
710 2 $a University of Washington. $b Public Affairs. $3 2098337
773 0 $t Dissertation Abstracts International $g 75-05A(E).
790 $a 0250
791 $a Ph.D.
792 $a 2013
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3608916