เปรียบเทียบวิธี

	Performance-Based Budgeting	Government Performance Measurement
สาขาวิชา	Public Administration	Public Administration
ตระกูล	Process / pipeline	Process / pipeline
ปีกำเนิด	1966	2003
ผู้ริเริ่ม	Allen Schick	Robert D. Behn & Harry P. Hatry
ประเภท	Budgeting methodology	Performance management framework
แหล่งต้นตำรับ	Schick, A. (1966). The Road to PPB: The Stages of Budget Reform. Public Administration Review, 26(4), 243–258.	Behn, R. D. (2003). Why Measure Performance? Different Purposes Require Different Measures. Public Administration Review, 63(5), 586–606.
ชื่อเรียกอื่น	PBB, Performance Budgeting, Results-Based Budgeting, Outcome-Based Budgeting	Public Sector Performance Measurement, Government Performance Management, Public Performance Metrics, Agency Performance Measurement
ที่เกี่ยวข้อง	4	4
สรุป	Performance-based budgeting is an approach to public budgeting that connects the funds allocated to programs with the results those programs are expected to and actually do deliver. Rather than appropriating money by line items such as salaries and supplies, it organises the budget around programs with stated objectives and performance indicators, so that resource decisions can be informed by what the money buys in terms of outputs and outcomes. Allen Schick's classic 1966 analysis of budget reform traced how budgeting evolved from controlling inputs toward management and planning orientations, of which performance budgeting is a central strand, and the OECD has documented its modern variants across member governments.	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.