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I’m looking forward to teaching PAD 6701 and PAD 6726 in our MPA program in spring. The updated syllabi can be found in the Teaching section.
“Can Performance Management Foster Social Equity? Stakeholder Power, Protective Institutions, and Minority Representation,” which is forthcoming in Public Administration, is now available online through Early View.
Abstract: “Performance management has been criticised for harming or, at best, ignoring social equity outcomes. While there is evidence suggesting that performance management fosters an emphasis on efficiency and effectiveness at the expense of other public values, we are still in search of a theory linking performance management to social equity. The article takes a first step towards the development of such a theory and proposes the importance of contingency factors. It argues that managerial performance information use will benefit disadvantaged groups in the presence of powerful stakeholders, protective institutions, and minority representation in government. Using data on school districts in Texas, the article finds support for the first two contingency factors but not the third one. Performance information use by superintendents increases test scores of disadvantaged students if these students make up a sizable, powerful group, and if superintendents put emphasis on complying with the No Child Left Behind Act.”
“Spillover Effects from Customer to Citizen Orientation: How Performance Management Reforms Can Foster Public Participation” is now forthcoming in Administration & Society. The article is co-authored with Milena Neshkova (Florida International University) and Sanjay Pandey (George Washington University). A link to the article can be found in the Publications section.
Abstract: “Government reforms, even when inspired by competing schools of thought, might reinforce each other in unexpected ways. This study shows how performance management can bolster citizen participation, despite the fact that the two approaches have been associated with different reform movements. We argue that by fostering a positive state of mind towards external feedback, performance management reforms have made public administrators more receptive to citizen input. We also distinguish between “frontstage” and “backstage” modes of citizen participation and, using data on U.S. local governments, find greater spillover effects occurring on the backstages of public administration.”