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| Public Sector Benchmarking× | Government Performance Measurement× | |
|---|---|---|
| Fagområde | Public Administration | Public Administration |
| Familie | Process / pipeline | Process / pipeline |
| Oprindelsesår≠ | 1989 | 2003 |
| Ophavsperson≠ | Robert C. Camp | Robert D. Behn & Harry P. Hatry |
| Type≠ | Comparative performance improvement method | Performance management framework |
| Oprindelig kilde≠ | Camp, R. C. (1989). Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance. Milwaukee: ASQC Quality Press. ISBN: 9780873890588 | Behn, R. D. (2003). Why Measure Performance? Different Purposes Require Different Measures. Public Administration Review, 63(5), 586–606. DOI ↗ |
| Aliasser | Government Benchmarking, Comparative Performance Benchmarking, Best-Practice Benchmarking, Public Service Benchmarking | Public Sector Performance Measurement, Government Performance Management, Public Performance Metrics, Agency Performance Measurement |
| Relaterede | 4 | 4 |
| Resumé≠ | Public sector benchmarking is the structured comparison of an organisation's processes, costs and outcomes against those of high-performing peers in order to identify gaps and adopt better practices. Formalised for management by Robert Camp at Xerox in his 1989 book, benchmarking moves from simply ranking who is best to understanding why the best perform well and how their practices can be adapted. In government it spans comparisons across municipalities, agencies, hospitals or schools, and underpins international comparative datasets such as the OECD's Government at a Glance. The aim is learning and improvement, not merely producing a league table. | Government performance measurement is the systematic, ongoing collection of quantitative and qualitative indicators about what public agencies put in, do, and achieve. Rather than treating measurement as a single number that grades an agency, the discipline — crystallised by Robert Behn's argument that different managerial purposes require different measures — asks first what a measure is for: evaluating, controlling, budgeting, motivating, promoting, celebrating, learning or improving. It draws heavily on Harry Hatry's practical handbook tradition of distinguishing inputs, outputs and outcomes and building measurement into routine operations. The output is not a verdict but a feedback system that ties day-to-day activity to public results. |
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