Abstract
ABSTRACT In the 1980s, New Zealand famously adopted a high-specification view of performance management. Departments and ministers would agree ex-ante to the quantity and quality of goods and services to be produced in the coming year. This change helped inspire an international “performance movement,” but no country ever went as far as New Zealand in reducing all activities to specifiable outputs. What has happened since? Successive efforts to refine the model reached a peak in 2004, but requirements were significant relaxed in 2013 without replacement, with a variety of possible explanations.
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