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Pursuing performance and maintaining compliance: Balancing performance improvement and accountability in Ontario's public health system
Author(s) -
Price Alex,
Schwartz Robert,
Cohen Joanna,
Scott Fran,
Manson Heather
Publication year - 2016
Publication title -
canadian public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.361
H-Index - 26
eISSN - 1754-7121
pISSN - 0008-4840
DOI - 10.1111/capa.12151
Subject(s) - accountability , limiting , performance improvement , compliance (psychology) , general partnership , performance management , business , performance measurement , process management , risk analysis (engineering) , public relations , operations management , engineering , political science , psychology , marketing , finance , mechanical engineering , law , social psychology
This article examines the compatibility between performance improvement and compliance‐based accountability in the implementation of a new system of public health performance management in Ontario. Findings from this mixed‐method study show that only minor elements of performance improvement get incorporated into pre‐existing compliance‐based accountability structures, that reinforcement of accountability structures works to the detriment of performance improvement intentions, and that limiting managerial influence in developing performance measures and targets diminish the utility of information for improvement. The study concludes that achieving a better balance requires an alternative to top‐down decision making that goes beyond consultation to include partnership.