Have a personal or library account? Click to login

Analysis of Performance Information Use in Tanzania: Insights from Tanzania Public Service College, Tabora

Open Access
|Jul 2020

References

  1. 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.
  2. 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.
  3. 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.
  4. Baekgaard, M., & Soren, S. (2016). Interpreting Performance Information: Motivating Reasoning or Unbiased Comprehension. Public Administration Review, Vol.76 (1):73-82.
  5. Behn, R. D. (2003). Why Measure Performance? Different Purposes Requires Different Mesures. Public Administration Review, Vol.63 (3):586-606.
  6. 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
  7. 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.
  8. Etzioni, A. (1968). The Active Society: A Theory of Societal and Political Processes, the Free Press, New York.
  9. 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.
  10. Holm, M.J. (2018).Performance Management in the Public Sector: Untying the Gordian knot. PhD Dissertation, Aarhus University, Denmark.
  11. 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
  12. 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.
  13. 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.
  14. 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.
  15. 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.
  16. Kroll, A. (2012).Why Public Managers use Performance Information: Concepts, Theory, and Empirical Analysis, PhD Dissertation, The University of Potsdam.
  17. Marijani,R., Nchimbi, A., Omary, D.(2018).Theory Evaluation of Tanzania Public Service Induction Programme, Journal of Interdisciplinary studies, Vol.2(1):115-135.
  18. 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.
  19. 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
  20. Moynihan, P.D. (2008). The Dynamics of Performance Management: Constructing Information and Reform. Washington, DC: Georgetown University Press.
  21. Moynihan, P.D. (2009). Through a Glass Darkly: Understanding the Effects of Performance Regimes. Public Performance and Management Review 32(4): 586–98.
  22. Moynihan, P.D., Martin, B., & Jakobsen, L.M. (2019). Tackling the Performance Regime Paradox: A Problem-solving Approach Engages Professional Goal–Based Learning, Public Administration Review, Vol.9999 (9999): 1-11
  23. 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
  24. Miles, M.B., & Hurberman, A.M. (1994). Qualitative Data Analysis: An Expanded Sourcebook, 2nd edition. Thousand Oaks, Sage Publications, CA.
  25. Petersen, G.N. (2019).How the source of Performance Information matters to learning on the front-lines: Evidence from the Survey Experiment, International Public Management Journal, https://doi.org/10.1080/10967494.2019.1699214.10.1080/10967494.2019.1699214
  26. 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.
  27. Pollitt, C. (2006). Performance Information for Democracy: The Missing Link? Evaluation, 12(1):38-55.10.1177/1356389006064191
  28. Hood, C. (1991). A Public Management for All Seasons? Public Administration 69 (1): 3–19.10.1111/j.1467-9299.1991.tb00779.x
  29. Simon, Herbert A. (1937). Comparative Statistics and the Measurement of Efficiency. National Municipal Review 26 (11): 524–27.
  30. Smith, C.P. (2005). Performance Measurement in Health Care: History, Challenges and Prospects. Public Money & Management, Vol.25 (4):213-220.
  31. Smith, P. (1995). On the unintended consequences of Publishing Performance data in Public Sector, International Journal of Public Administration, Vol.18 (2):277-310.
  32. Smith, P. (1993).Outcome-related Performance Indicators and Organizational Control in the Public Sector, British Journal of Management, Vol.4:135-151.
  33. 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.
  34. Strauss, A. & Corbin, J. (1990). Basics of Qualitative Research: Grounded Theory Procedure and Techniques, Sage Publications, Newbury Park CA.
  35. 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.
  36. Tanzania Public Service College (2016). The Stakeholders’ Baseline Survey, Final Report. Unpublished Report, Dar es Salaam: Tanzania Public Service College.
  37. Tanzania Public Service College (2017). Strategic Plan 2016/17-2020/21.Unpublished Report. Dar es Salaam: Tanzania Public Service College.
  38. Tanzania Public Service College Establishment Order No.30 of 1997. Dar es Salaam: Government Printers.
  39. The United Republic of Tanzania (2002). The Public Service Act no.8 of 2002, Dar es Salaam: Government Printers.
  40. Organization for Economic Co-operation and Development. (2005). Modernizing Government: The way forward. Paris: OECD.
  41. 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).
  42. Van Doreen, W., and Steven.V. (Eds.) (2008). Performance Information in the Public Sector: How is it used? Basingstoke: Palgrave Macmillan.
  43. Van Doreen, W., Bouckaert, G., and John, H. (Eds.) (2010). Performance Management in the Public Sector, New York: Taylor and Francis.10.4324/9780203030806
  44. 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.
  45. 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
DOI: https://doi.org/10.2478/hjbpa-2020-0023 | Journal eISSN: 2067-9785 | Journal ISSN: 2457-5720
Language: English
Page range: 115 - 139
Submitted on: Feb 1, 2020
Accepted on: Mar 1, 2020
Published on: Jul 16, 2020
Published by: Association Holistic Research Academic (Hora)
In partnership with: Paradigm Publishing Services
Publication frequency: 3 times per year

© 2020 Ramadhani Marijani, Richard Manase, published by Association Holistic Research Academic (Hora)
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.