Abstract
Since the 1990s, the momentum for using performance measurement in the U.S. public sector has been growing as a result of an increased focus on outcome indicators and citizen involvement in government. Performance measurement has become a commonly used tool in performance-based budgeting, strategic planning, and developing performance management systems. It is also frequently used to create baseline comparisons for implementing benchmarking in state and local governments.
However, despite the growing interest on the part of public officials, performance measurement is still not well understood. This is mainly because the study of performance measurement has lagged behind its implementation, and systematic and thorough research of this phenomenon has not yet taken place. The role of scholars and researchers will be crucial in guiding the further dissemination, appropriate use, and effective implementation of performance measurement. Concurrently, heads of public sector organizations must provide leadership and incentive for better incorporating performance measurement into their organizations' management systems.
