Public Performance & Management Review (Publ Perform Manag Rev )
Public Performance and Management Review focuses on the need for greater understanding of issues in public productivity and public management, including new ideas and proven techniques for measuring and enhancing productivity, case samples of successful management practices, and updates on the research and legislation that affect public management.
Impact factor 0.50
- 5-year impact0.00
- Cited half-life6.70
- Immediacy index0.00
- Article influence0.00
- WebsitePublic Performance and Management Review website
- Other titlesPublic performance & management review, Public performance and management review, PPMR
- Material typePeriodical, Internet resource
- Document typeJournal / Magazine / Newspaper, Internet Resource
- Author can archive a pre-print version
- Author can archive a post-print version
- Authors retain copyright
- Pre-print on any website
- Author's post-print on author's personal website, departmental website, institutional website or institutional repository
- On other repositories including PubMed Central after 12 months embargo
- Publisher copyright and source must be acknowledged
- Publisher's version/PDF cannot be used
- Post-print version with changes from referees comments can be used
- "as published" final version with layout and copy-editing changes cannot be archived but can be used on secure institutional intranet
- Classification green
Publications in this journal
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ABSTRACT: Research on public employee motivations in performance management has given little attention to the moderating role of motivation-related organizational and institutional contexts. Against the backdrop of China's energy intensity reduction policy, this study explores how institutional contexts pertaining to career motivation affect subnational bureaucrats' performance of central government policy goals. Empirical analysis, drawing on data for twenty-nine province-level governments from 2006 to 2010, confirms that institutional contexts related to career motivation influence policy implementation. Specifically, provinces with higher levels of bureaucratic integration with the central government had higher probability of achieving reduction targets and attaining a rating of excessive fulfillment in the national report card.Public Performance & Management Review 01/2015; 38(2):284-315.
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ABSTRACT: Since 2000s, as an important venue to enhance external government accountability, external government performance evaluation (EGPE) activities have been burgeoning in China. However, few studies have been conducted on the important phenomenon. To bridge the gap, in this article we examine the emergence and development of EGPE in China and evaluate its performance. We found that although the quality of EGPEs is generally satisfactory, EGPEs in China have some serious problems. We argue that EGPE in China needs to further improve its independence, validity and reliability. By releasing its raw data to the public for verification and duplication, EGPE will further improve its quality, credibility and functionality. Although EGPE in China as a tool to promote external government accountability is necessary and promising in the current context, effective performance management system that does not only serve hierarchical control and internal accountability but also external and democratic accountability requires systematic political and administrative reforms.Public Performance & Management Review 12/2014; Forthcoming.
- Public Performance & Management Review 09/2014; 39(1):7-31.
- Public Performance & Management Review 06/2014; Volume 37(Number 4):658-678.
Article: Coordinating for CohesionPublic Performance & Management Review 06/2014; 37(4):705-721.
- Public Performance & Management Review 06/2014; 37(4):552-576.
- Public Performance & Management Review 03/2014; 37(3):412-440.
- Public Performance & Management Review 03/2014; 37(3):465-495.
- Public Performance & Management Review 03/2014; 37(3):388-411.
- Public Performance & Management Review 01/2014; 37(4):605-631.
- Public Performance & Management Review 12/2013; 37(2):208-221.
- Public Performance & Management Review 12/2013; 37(2):263-279.
- Public Performance & Management Review 12/2013; 37(2):280-301.
- Public Performance & Management Review 09/2013; 37(1):33-58.
- Public Performance & Management Review 09/2013; 37(1):104-133.
Data provided are for informational purposes only. Although carefully collected, accuracy cannot be guaranteed. The impact factor represents a rough estimation of the journal's impact factor and does not reflect the actual current impact factor. Publisher conditions are provided by RoMEO. Differing provisions from the publisher's actual policy or licence agreement may be applicable.