This paper considers the Scottish Government’s National Performance Framework as the overarching aspiration of the Scottish Government which in turns informs and guides public managers across Scotland’s public services. The focus in the paper is therefore on understanding this system of organisational performance management and the demands of outcome-based performance management on Scotland’s public services and their management. This case study explores the research question on the efficacy of outcome-based organisational performance management in a government context and in particular the ways in which the Scottish Government has implemented its National Performance Framework and its system of communicating performance ‘Scotland Performs’. This case study demonstrates that there are great difficulties in accommodating metrics and calculative practice as evidence bases in systems of organisational performance management in government as they are not the only source of influence on public policy and political decision makers yet they are having an impact on contemporary approaches to outcome-based performance management systems.
|Title of host publication||Outcome-Based Performance Management in the Public Sector|
|Editors||Elio Borgonovi, Eugenio Anessi-Pessina, Carmine Bianchi|
|Place of Publication||New York|
|Number of pages||25|
|Publication status||Published - 2017|
|Name||System Dynamics for Performance Management|
- organisational performance management, outcome-based, performance measurement, Scottish Government, Scotland Performs.
Mackie, R. (2017). The Scottish Government's system of outcome-based performance management: a case study of the National Performance Framework and Scotland Performs. In E. Borgonovi, E. Anessi-Pessina, & C. Bianchi (Eds.), Outcome-Based Performance Management in the Public Sector (1st ed., Vol. 2, pp. 81-105). (System Dynamics for Performance Management). New York: Springer. https://doi.org/10.1007/978-3-319-57018-1_5