Andersen, L., Andreas, B., & Holme Pedersen, L. (2016). Performance in the Public Organizations: Clarifying the Conceptual Space, Public Administration Review, Vol.76 (6):852-62.
Barrows, S., Michael, H., Peterson, E.P., & Martin, R. W. (2016). Relative Performance Information and Perceptions of Public Service Quality: Evidence from American School Districts, Journal of Public Administration and Theory, Vol.26 (3):571-583.
Baekgaard, M. (2015).Performance Information and Citizen Service Attitudes: Do Cost Information and Service Use Affect the Relationship? International Public Management Journal, Vol.18 (2):28-45.
Baekgaard, M., & Soren, S. (2016). Interpreting Performance Information: Motivating Reasoning or Unbiased Comprehension. Public Administration Review, Vol.76 (1):73-82.
Bevan, G., & Hood, C. (2006). What’s measured is what matters: Targets and Gaming in the English Public Health Care System. Public Administration, 84, 517-538.10.1111/j.1467-9299.2006.00600.x
Boyne, G. A. (2002). Concepts and Indicators of Local Authority Performance: An Evaluation of the Statutory Frameworks in England and Wales, Public Money and Management, Vol.22 (2):17-24.
Hammerschmid, G., Steve, V., & Stimac, V. (2013). Internal and External use of Performance Information in Public Organizations: Results from an international survey, Public Money and Management, Vol.33 (4): 1-8.
James, O. (20110. Performance Measures and Democracy: Information Effects on Citizens in Field and Laboratory Experiments, Journal of Public Administration Research and Theory, 21(2):399-418.10.1093/jopart/muq057
James, O. (2010). Performance Measures and Democracy: Information Effects on Citizens in Field and Laboratory Experiments. Journal of Public Administration Research and Theory, Vol.21:399-418.
James, O., & Peter, J. (2006). Public Management at the Ballot Box: Performance Information and Electoral Support for Incumbent English Local Governments. Journaul of Public Administration Research and Theory, Vol.17 (4):567-80.
James, O., & Alice, M. (2014). Does Performance Information about Public Services Affect Citizens’ Perceptions, Satisfaction and Voice Behavior? Field Experiments with Absolute and Relative Performance Information. Public Administration, Vol. 92(2):493-511.
Kroll, A. (2015). Drivers of Performance Information Use: Systematic Literature Review and Directions for Future Research, Public Performance & Management Review, and Vol.38 (3):459-486.
Kroll, A. (2012).Why Public Managers use Performance Information: Concepts, Theory, and Empirical Analysis, PhD Dissertation, The University of Potsdam.
Marijani,R., Nchimbi, A., Omary, D.(2018).Theory Evaluation of Tanzania Public Service Induction Programme, Journal of Interdisciplinary studies, Vol.2(1):115-135.
Marijani, R. (2018). Validating a Model for Assessing the Performance of Public Sector Organizations (PSOs): A Rapid Assessment of Tanzania Public Service College, Administratio Publica, Vol. 26 (1):123-144.
Morin, D. (2003). Controllers or Catalyst for Change and Improvement: Would the Real Value for Money Auditor Please Stand Up? Managerial Auditing Journal, 18(1):19-30.10.1108/02686900310454165
Moynihan, P.D. (2009). Through a Glass Darkly: Understanding the Effects of Performance Regimes. Public Performance and Management Review 32(4): 586–98.
Moynihan, P. D., & Lavertu, S. (2012). Does involvement in Performance Management Routines encourage Performance Information Use? Evaluating GPRA and PART. Public Administration Review, 72, 592-602.10.1111/j.1540-6210.2011.02539.x
Pollitt, C., & Geert, B. (2017). Public Management Reform: A Comparative Analysis - Into the Age of Austerity. New Edition, Fourth Edition. Oxford, New York: Oxford University Press.
Smith, P. (1995). On the unintended consequences of Publishing Performance data in Public Sector, International Journal of Public Administration, Vol.18 (2):277-310.
Stewart, J.D. (1984). “The role of Information in Public Accountability”. In: A. Hopwood and C.Tomkins (Eds.), Issues in Public Sector Accounting. Phillip Allan, Oxford.
Tanzania Public Service College (2017). Report of the steering committee on TPSC Transformation into full- fledged Staff College of the United Republic of Tanzania, unpublished report TPSC.
Tanzania Public Service College (2016). The Stakeholders’ Baseline Survey, Final Report. Unpublished Report, Dar es Salaam: Tanzania Public Service College.
Van de Walle, S. and Cornelissen, F. (2013), Performance reporting. In Bovens, M. et al. (Eds), Oxford Handbook on Public Accountability (Oxford University Press, Oxford).
Van Doreen, W., Bouckaert, G., and John, H. (Eds.) (2010). Performance Management in the Public Sector, New York: Taylor and Francis.10.4324/9780203030806
Walker, M.R., Jin Lee, M., Oliver, J., & Samuel.M.Y.H. (2018). Analyzing the Complexity of Performance Information Use: Experiments with Stakeholders to Disaggregate Dimensions of Performance, Data Sources, and Data Types, Public Administration Review, Vol.00 (00): 1-12.
Wolf, I. F. D., and F. J. G. Janssens. (2007). Effects and Side Effects of Inspections and Accountability in Education: An Overview of Empirical Studies. Oxford Review of Education 33(3):379–96. doi: 10.1080/0305498070136620710.1080/03054980701366207