Inclusive Performance Management: Four Dimensions

The five-decade public administrative performance management movement has coincided with declining public trust in government, public perception of greater government wastefulness, and considerable public dissatisfaction with administrative services. Drawing on a substantial literature on inclusiveness, this article contends that performance management could contribute more to positive public perceptions of government by reconceptualizing performance to include contributions to government as a whole. Specifically, inclusive performance management would incorporate greater attention to (1) cross governmental policy coordination, (2) mandated mission extrinsic activity, (3) more comprehensive measurement, and (4) managerial strategies that are forward looking in terms of balance and identification of opportunities and threats.