La gestione e la misurazione della performance nella pubblica amministrazione

Over the last twenty years, new public management (NPM) has inspired managerial reforms in public sectors worldwide (OECD, 2005). Performance evaluation and managerial control systems has been the main instruments of NPM for increasing efficiency and effectiveness of public organizations (Hood, 1991). Italian governments have embraced this theory, managing for results, and have enacted several laws to promote performance management, “[t]he ideas of managing by results, of ‘letting the managers manage,’ of introducing a ‘managerial culture’ and a ‘managerial model’ have become extremely fashionable and, at least to some extent, have made a dent in the traditional bureaucratic culture of the public sector” (Anessi-Pessina e Steccolini, 2005; p. 3). The present study has addressed the adoption (introduction) and the implementation (use) of the performance management system (PMS) and the related mechanism of performance measurement in the public organizations and in particular in the Italian Army. The aim of the research has been to find what are the critical factors of PMS, the main dysfunctional behaviors that it may cause and finally what are the main uses.