This study aims to help public sector practioners use productivity improvement to cope with fiscal stress. Covering aspects such as meaning, measurement, implementation, and maintenance, it is not overwhelming in size or detail, but is presented in a direct way that facilitates use.

The productivity of America′s public agencies has never been more closely scrutinized. Taxpayers have drawn the line on what they are--and are not--willing to pay for governmental programs. Both public servants and their clients have an equal stake in making public agencies more productive and respected. Public agencies can be made more efficient, effective, and humane, and Improving Public Sector Productivity shows how. Ellen Rosen provides practical guidance to enhance both the service quality and client satisfaction of public agencies at the local, state, and national level. A wealth of current cases and examples focuses on the issues of quality management, improving service delivery, job reorganization, and worker empowerment. The author also details methods for measuring public productivity. Policymakers, public sector managers, researchers, and students of public administration will find Improving Public Sector Productivity an indispensable toolkit of ideas, strategies, and applications for making better use of taxpayers′ money. "This book is a welcome addition to the literature because it offers practical solutions as well as discussing theoretical issues. . . .The book is aimed at the serious student and practitioner of public administration and because it is written in a way that combines theory with practice, it is accessible to this audience. --Urban Studies "Managers and elected officials will find a ′tool-kit′ of ideas, strategies, and applications for making better use of taxpayers′ money--all based on sound rationale and of proven worth. The productivity concerns provided in the book can help improve service quality and client satisfaction, while being sensitive to employee concerns and asking them to contribute to the enterprise." --Beverly A. Cigler, The Pennsylvania State University "Ellen Doree Rosen′s book, Improving Public Sector Productivity, Concepts, and Practice provides some very useful information and ideas on how to attain higher levels of productivity. The book succeeds, however, in clearly explaining the many constraints on public administration which militate against achieving high levels of focus and efficiency. Improving the Public Sector Productivity et al. is thought provoking, intelligent, and one of the more practical public administration texts I′ve read. I recommend it to professors and students for its clear-eyed description of the issues practitioners must deal with in attempting to improve the way public business is conducted. It is a superior guide for those in the field who could often use a conceptual framework to help assess where we are and to mark a path in the direction we need to go." --Mark Miller, Orange County Chapter of the American Society of Public Administration

Anyone hoping to improve teamwork, performance, and budgeting, training, and evaluation programs in their organization should look no further. Completely revised, Public Productivity Handbook, Second Edition defines the role of leadership, dimensions of employee commitment, and multiple employee-organization based relationships for effective intern

This volume shows how public agencies can be made more efficient and humane, providing practical guidance to enhance both service quality and client satisfaction at local, state and national levels. Examples focus on the issues of quality management, improving service delivery, job reorganization and worker empowerment.

A productive society is dependent upon high-performing government. This third edition of The Public Performance and Productivity Handbook includes chapters from leading scholars, consultants, and practitioners to explore all of the core elements of improvement. Completely revised and focused on best practice, the handbook comprehensively explores managing for high performance, measurement and analysis, costs and finances, human resources, and cutting-edge organizational tools. Its coverage of new and systematic management approaches and well-defined measurement systems provides guidance for organizations of all sizes to improve productivity and performance. The contributors discuss such topics as accountability, organizational effectiveness after budget cuts, the complementary roles of human capital and “big data,” and how to teach performance management in the classroom and in public organizations. The handbook is accompanied by an online companion volume providing examples of performance measurement and improvement manuals across a wide variety of public organizations. The Public Performance and Productivity Handbook, Third Edition, is required reading for all public administration practitioners, as well as for students and scholars interested in the state of the public performance and productivity field.

Government Can Deliver presents a framework for government agency performance improvement designed to change an inefficient culture and drive operational excellence. It outlines how government leaders can drive such change, and most importantly, it presents a proven approach for creating an environment that will affect positive change. This framework, a set of practical attributes and implementable best practices tailored for government agencies, is based on real-world experiences in which government did deliver. There are examples in each chapter of agencies that implemented elements of this framework and the resulting impact on agencies’ operational performance. And while mainly using examples from large federal government agencies, this book can aid those in all levels of government and differing agency sizes. In writing this book, Richard endeavored to create a practical guide on transforming government agencies that can benefit all readers—whether you have made government service your life, study government as an academician or student, or are simply a concerned citizen. After establishing the need for improved government operations , the book presents attributes and best practices for eight solution functions. When properly addressed, each of these functions can, individually and collectively, significantly improve an agency’s performance. The examples and arguments can help agency leaders justify implementing the necessary attributes and best practices to improve their agency’s performance. The final chapter provides recommendations on how a government agency can develop a transformation plan to incrementally implement the attributes and best practices for each of these eight functions. Richard has seen first-hand the amazing things government agencies can accomplish when they have experienced, capable leaders, adopt best practices tailored for government, and appropriately leverage technology to support improved operations. Change is hard, but through government leaders’ and employees’ efforts focused on implementing the right changes, agencies can significantly improve their operational performance. Under the right conditions, magic can and does happen.

First published in 1988. Routledge is an imprint of Taylor & Francis, an informa company.

Confronted with rising citizen discontent, the Reinventing Government movement, and new technological challenges, public organizations everywhere are seeking means of improving their performance. Their quest is not new, rather, the concern with improving the performance of government organizations has existed since the Scientific Management Movement. Public Sector Performance brings together in a single volume the classic, enduring principles and processes that have defined the field of public sector performance, as written in the words of leading practitioners and scholars. Taken as a whole, this volume provides a performance compass for today's public managers, helping them to reconstruct the public's confidence in, and support of, government.Defined here as managing public organizations for outcomes, performance is examined in all its varied dimensions: organizing work, managing workers, measuring performance, and overcoming resistance to performance-enhancing innovations. The selected articles are interesting, thought provoking, and instructive. They are classics in that they have been widely cited in the scholarly literature and have enduring value to public managers who seek to understand the many dimensions of performance. The book is organized into three sections: Performance Foundations, Performance Strategies, and Performance Measurement. Excerpts from additional selected articles feature special topics and wisdom from performance experts.