Integrating Performance Management into the Policy Process via Institutional Analysis Framework
Introduction
This chapter develops an integrative framework for analyzing the ways in which specific performance management systems are decided and implemented. We integrate the various streams of new institutionalism and explanations of public sector reforms. The framework helps explain processes of change and suggests strategies for overcoming barriers in the stages of policy making and implementation.
Previous chapters analyzed the problems related to the integration of performance management systems into the modern public sector and suggested methods for designing such mechanisms in a way that will overcome these problems. Hence, in Chapters 3 and 4 we emphasized the central role of organizational culture in determining the effectiveness of such systems and the importance of learning both as a component in the design process and as a target of performance management mechanisms. However, given the influence of the general public and interest groups, performance management systems are integrated into the public sector through a policy-making process that involves decisions made by politicians and public administrators. These are the stages of policy making and policy implementation that follow the policy design stage. This chapter concentrates on these stages by developing a framework to explain and plan the implementation of policies that promote the use of performance management systems.
The second section uses new institutionalism to explain the challenges and barriers involved in the making and implementation of public sector © The Author(s) 2017
S. Mizrahi, Public Policy and Performance Management in Democratic Systems, DOI 10.1007/978-3-319-52350-7_6
reforms in general and performance management reforms in particular. It presents an analytical framework to analyze such processes that can also help in designing policy strategies to advance these reforms. In the third section, we focus on performance management reforms in the context of new institutionalism and in the fourth section we explain the politics of performance management reforms as derived from this framework. In the fifth section, we explore the role and strategies of bureaucratic entrepreneurs in performance management reforms. The sixth section demonstrates how the framework actually works through a comparative perspective, and the seventh section summarizes the chapter. The eighth section presents the leading points for practitioners.
