Performance management in Dutch central government

Nico P. Mol, Johan A.M. de Kruijf

Research output: Contribution to journalArticleAcademicpeer-review

10 Citations (Scopus)


This article investigates how and to what extent performance indicators in Dutch central government are actually embedded in performance management. In a case study encompassing 12 government organizations, the relevance of the indicators presented is analysed in three stages: (1) with respect to the responsibilities for results intended in performance measurement, (2) with respect to responsibilities actually implied in resource allocation and (3) with respect to responsibilities ultimately to be inferred from governance – planning and control – systems applied. In our research, management control systems appear to be only partially tuned to the performance indicators specified in advance. The familiar expression ‘What you measure is what you get’ is thereby invalidated by all kinds of restrictions imposed on a manager’s actual responsibility for measurement outcomes.
Original languageEnglish
Pages (from-to)33-50
Number of pages18
JournalInternational review of administrative sciences
Issue number1
Publication statusPublished - 2004


Dive into the research topics of 'Performance management in Dutch central government'. Together they form a unique fingerprint.

Cite this