The Scottish Government's system of outcome-based performance management: a case study of the National Performance Framework and Scotland Performs

Research output: Chapter in Book/Report/Conference proceedingChapter

Abstract

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.
Original languageEnglish
Title of host publicationOutcome-Based Performance Management in the Public Sector
EditorsElio Borgonovi, Eugenio Anessi-Pessina, Carmine Bianchi
Place of PublicationNew York
PublisherSpringer
Pages81-105
Number of pages25
Volume2
Edition1st
ISBN (Electronic)978-3-319-57018-1
ISBN (Print)978-3-319-57018-1
DOIs
Publication statusPublished - 2017

Publication series

NameSystem Dynamics for Performance Management
PublisherSpringer
ISSN (Print)2367-0940

Keywords

  • organisational performance management, outcome-based, performance measurement, Scottish Government, Scotland Performs.

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