Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
Margin: The Journal of Applied Economic Research
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Sen, T. K.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Articles

Performance Measurement in Social Sectors

Tapas K. Sen

Tapas K. Sen is Senior Fellow, National Institute of Public Finance and Policy, 18/2 Special Institutional Area, New Delhi 110067, India; e-mail: tapas{at}nipfp.org.in

Large public sectors in countries like India need to be efficient; one of the tools to achieve this end is performance measurement. Performance indicators have been in use in the private corporate sector for a long time, and the idea of its adoption in the public sector is also not new. By now, there are several instances of practical application in the public sector, with varying degrees of success. This paper, after briefly discussing the rationale and practical issues relating to use of performance indicators in general and for social sector interventions in particular, illustrates its possible use by the state governments in India with the case of two departments of the Government of Chhattisgarh—health and school education. It discusses the administrative setup of the selected departments and desirable revamp of the setup along with the budgetary system, and discusses the preconditions of useful application of performance indicators. The paper then lists out some output and outcome indicators that can be used to begin with in the two departments of the state government. Possibilities for future refinements with better availability of data than now available are also indicated.

Key Words: JEL Classification: H51 • JEL Classification: H52 • JEL Classification: H75 • Public Expenditure • Performance Indicators • Health • Elementary Education

Margin: The Journal of Applied Economic Research, Vol. 1, No. 3, 299-319 (2007)
DOI: 10.1177/097380100700100303
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?