New Public Management, Performance Measurement, and Reconfiguration of Work in the Public Sector

Abstract

In this paper, we discuss performance measurement systems in public organizations and their effects on both public sector workers and quality of the services provided to the population. Although performance measurement is often regarded as prerequisite for an efficient provision of public services in the context of New Public Management, a review of academic studies actually shows that its consequences on work and organizational performance are inconsistent and potentially deleterious. Hence our core questions are: how performance measurement became widespread in public sector? Which are the critical aspects in the design and use of performance measurement systems, regarding their relation to workers’ activities? How can they positively or negatively impact behaviours, tasks and activities, and relationships among workers? We discuss these questions based on the literature of public sector and ergonomics. Then, we present a case study that illustrates how performance measurement impacted the work of labour judges. Despite difficulties in accurately assessing or predicting the effects of performance measurement, managers can be benefited by considering their benefits, risks, and limitations.