Connecting Knowledge and Performance in Public Services From Knowing to Doing
Connecting Knowledge and Performance in Public Services From Knowing to Doing by Kieran Walshe, published by Cambridge University Press on September 30, 2010, is an illustrated edition comprising 314 pages. This book addresses the increasing scrutiny faced by public service professionals, such as teachers, doctors, and social workers, who are evaluated through various performance metrics. It examines the gap between knowledge and action, focusing on how performance information can be effectively utilized to enhance service delivery.
Readers will find a comprehensive review of performance mechanisms within public organizations, exploring the complexities involved in translating performance data into actionable improvements. The book delves into the challenges that prevent effective implementation of performance insights, providing a nuanced understanding of the dynamics at play in public services. By addressing the critical question of how to bridge the divide between knowing and doing, this work contributes to the ongoing discourse in the fields of business, economics, and organizational behavior.
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The performance of public services is now more closely scrutinized than ever before. Every teacher, doctor, social worker or probation officer knows that behind them stands a restless army of overseers, equipped with a panoply of league tables, star ratings, user opinion surveys, performance indicators and the like with which to judge them. This increased scrutiny and performance measurement has undoubtedly produced improved public services. Yet we still have a limited understanding about how this information can be best used to bring about improvements in performance. What goes on inside the ‘black box’ of public organizations to move from information to action, or from ‘knowing’ to ‘doing’? This book tackles this important question by reviewing a wide range of performance mechanisms. It explores how information about performance can be translated into improvements in services and, conversely, why this does not always happen in practice.
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