Show Summary Details

Page of

PRINTED FROM OXFORD HANDBOOKS ONLINE ( © Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a title in Oxford Handbooks Online for personal use (for details see Privacy Policy and Legal Notice).

date: 23 January 2022

Abstract and Keywords

Public organizations account for their performance through making public sector performance information publicly available, both to politicians through performance reporting, and to citizens through rankings, websites, and performance reports. This chapter reviews whether performance reporting makes public organizations more accountable: Do citizens and politicians actually consult and use performance information, and does this information change their decisions and behaviours? The chapter first looks at the use of performance metrics in political decision making, drivers of this use, and differences in use across groups. It subsequently reviews the literature on whether citizens use publicly available performance indicators and rankings to make an informed choice between alternative service providers. The focus is on school and hospital performance data. The chapter ends by discussing implications on equity, power relations, and the internal dynamics of organizations.

Keywords: Performance, accountability, rankings, choice

Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.

Please subscribe or login to access full text content.

If you have purchased a print title that contains an access token, please see the token for information about how to register your code.

For questions on access or troubleshooting, please check our FAQs, and if you can''t find the answer there, please contact us.