Reference health
The Impact of Performance Management on Performance in Public Organizations: A Meta-Analysis
1 of 66 checkable references need attention · checked 2026-08-28
At the dated check, the references listed below either did not resolve in Crossref or DataCite, or carried a retraction notice. Each one is shown with the registry record that put it there.
42 without a DOI — not checked. A reference deposited without a DOI is never matched by title or guessed at; it stays outside the checked set, and this line discloses that.
References needing attention
does not resolve to a known work10.1037//0021-9010.86.1.114
The 65 checked references that resolve
resolves10.1002/(sici)1520-6688(200024)19:1<118::aid-pam7>3.0.co;2-4
Exploring the relationship between performance management and program impact: A case study of the job training partnership act
resolves10.1093/oxfordjournals.jleo.a023377
Performance Incentives in the Public Sector: Evidence From the Job Training Partnership Act
resolves10.1086/667757
Teacher Incentives and Student Achievement: Evidence from New York City Public Schools
resolves10.2139/ssrn.2476033
The Effect of the Child Support Performance and Incentive Act of 1998 on Rewarded and Unrewarded Performance Goals
resolves10.1037/e598012011-001
WWC Quick Review of the Report "An Evaluation of the Teacher Advancement Program (TAP) in Chicago: Year Two Impact Report"
resolves10.1093/oxfordjournals.jpart.a003490
Means and Ends: A Comparative Study of Empirical Methods for Investigating Governance and Performance
resolves10.1111/1540-6210.00253
Outcomes–Based Performance Management in the Public Sector: Implications for Government Accountability and Effectiveness
resolves10.1016/j.childyouth.2008.07.016
The relationship between state efforts and child support performance
resolves10.1177/1098611110384085
An Evaluation of Compstat’s Effect on Crime: The Fort Worth Experience
resolves10.1257/pol.5.3.254
Incentive Schemes for Local Government: Theory and Evidence from Comprehensive Performance Assessment in England
resolves10.1016/j.jcrimjus.2010.12.005
Compstat in Australia: An analysis of the spatial and temporal impact
resolves10.1093/jopart/mut025
Performance Management, Managerial Authority, and Public Service Performance
resolves10.1111/puar.12076
Does Performance Management Lead to Better Outcomes? Evidence from the U.S. Public Transit Industry
resolves10.2202/1935-1682.1863
Did 'Targets and Terror' Reduce Waiting Times in England for Hospital Care?
resolves10.1016/j.jpubeco.2010.01.002
Incentives and targets in hospital care: Evidence from a natural experiment
resolves10.1111/j.1745-9133.2005.00310.x
DID
<i>CEASEFIRE, COMPSTAT</i>
, AND
<i>EXILE</i>
REDUCE HOMICIDE?*
resolves10.1080/13803610500146202
TAPping into High Quality Teachers: Preliminary results from the Teacher Advancement Program comprehensive school reform
resolves10.1002/pam.21746
When Do Regression-Adjusted Performance Measures Track Longer-Term Program Impacts? A Case Study for Job Corps
resolves10.2308/accr.2007.82.2.483
Value Creation in Public Enterprises: An Empirical Analysis of Coordinated Organizational Changes in the Veterans Health Administration
resolves10.1093/jopart/muq043
Management Innovation and Organizational Performance: The Mediating Effect of Performance Management
resolves10.1111/j.1365-2702.2010.03389.x
The National Expert Standard Pressure Ulcer Prevention in Nursing and pressure ulcer prevalence in German health care facilities: a multilevel analysis
resolves10.2307/976826
Overcoming the Inadequacies of Performance Measurement in Local Government: The Case of Libraries and Leisure Services
resolves10.1111/1540-6210.00322
Why Measure Performance? Different Purposes Require Different Measures
resolves10.1093/oxfordjournals.jpart.a037204
The “Publicness Puzzle” in Organization Theory: A Test of Alternative Explanations of Differences between Public and Private Organizations<xref ref-type="fn" rid="fn1"><sup>*</sup></xref>
resolves10.1016/s0361-3682(03)00013-8
Implementing performance measurement innovations: evidence from government
resolves10.1086/380402
An Empirical Investigation of Gaming Responses to Explicit Performance Incentives
resolves10.1111/0033-3352.00140
Promoting the Utilization of Performance Measures in Public Organizations: An Empirical Study of Factors Affecting Adoption and Implementation
resolves10.1002/pam.20484
Incentives and their dynamics in public sector performance management systems
resolves10.1093/jleo/7.special_issue.24
Multitask Principal–Agent Analyses: Incentive Contracts, Asset Ownership, and Job Design
resolves10.1111/j.1540-6210.2011.02355.x
The Obama Administration and PBB: Building on the Legacy of Federal Performance‐Informed Budgeting?
resolves10.1006/mare.2000.0130
Strategic performance management: A balanced approach to performance management issues in local government
resolves10.1093/jopart/mus026
Agency Political Ideology and Reform Implementation: Performance Management in the Bush Administration
resolves10.1111/j.1540-6210.2004.00375.x
The Paradox of Implementing the Government Performance and Results Act: Top‐Down Direction for Bottom‐Up Implementation
resolves10.1111/j.1540-6210.2005.00443.x
Models of Performance-Measurement Use in Local Governments: Understanding Budgeting, Communication, and Lasting Effects
resolves10.1093/jopart/mui016
Testing How Management Matters in an Era of Government by Performance Management
resolves10.1093/jopart/muq004
The Big Question for Performance Management: Why Do Managers Use Performance Information?
resolves10.2307/977560
The Government Performance and Results Act (GPRA): Hydra-Headed Monster or Flexible Management Tool?
resolves10.1093/oxfordjournals.jpart.a024260
The Government Performance and Results Act and the Tradition of Federal Management Reform: Square Pegs in Round Holes?
resolves10.1177/027507408201600402
Reward Preferences among Public and Private Managers: In Search of the Service Ethic
resolves10.1093/oxfordjournals.jpart.a003508
Hypotheses about Performance Measurement in Counties: Findings from a Survey
resolves10.1111/j.1540-6210.2007.00774.x
Managerial Effectiveness of Government Performance Measurement: Testing a Middle‐Range Model
The 42 references without a DOI — listed, not checked
no DOI — not checkedNaming & Shaming: The impacts of different regimes on hospital waiting times in England and Wales
no DOI — not checkedDo targeted arrests reduce crime?
no DOI — not checkedref7
no DOI — not checkedEvaluation of the effects of JTPA performance standards on clients, services, and costs. National Commission for Employment Policy
no DOI — not checkedref13
no DOI — not checkedref14
no DOI — not checkedref18
no DOI — not checkedref23
no DOI — not checkedref25
no DOI — not checkedref27
no DOI — not checkedref30
no DOI — not checkedThe impact of Operational Performance Reviews on reported crime in Queensland
no DOI — not checkedref40
no DOI — not checkedImpact of the Teacher Advancement Program on Student Test Score Gains: Findings from an Independent Appraisal
no DOI — not checkedref46
no DOI — not checkedEvaluating the Effectiveness of Educational Vouchers
no DOI — not checkedPerformance Management of U
no DOI — not checkedNaming and Shaming: The impacts of different regimes on hospital waiting times in England and Wales
no DOI — not checkedThe Effects of Federal Assisted Deconcentration Efforts on Economic Self-Sufficiency and Problematic Behaviors
no DOI — not checkedref62
no DOI — not checkedref67
no DOI — not checkedref71
no DOI — not checkedref73
no DOI — not checkedref74
no DOI — not checkedref76
no DOI — not checkedPerformance Management in the Public Sector
no DOI — not checkedref80
no DOI — not checkedref81
no DOI — not checkedref82
no DOI — not checkedref84
no DOI — not checkedAssessing the Performance of Performance Standards in Public Bureaucracies
no DOI — not checkedref93
no DOI — not checkedref99
no DOI — not checkedGPRA and the new dialogue
no DOI — not checkedref108
no DOI — not checkedref110
no DOI — not checkedref111
no DOI — not checkedref115
no DOI — not checkedref119
no DOI — not checkedref122
no DOI — not checkedThe Relationship between Public Service Motivation and Performance
no DOI — not checkedEach diamond represents one effect. Shaded areas are pseudo-confidence interval bars. From top to bottom, effects are sorted from the largest studies to the smallest (smallest standard errors to the largest)
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