Providing total service and improving every service currently for consumers is one of the core concepts in the study of public organizations. Performance measurement, in public administration, has evolved from a focus on measurable items, helping to assess the functionality of departments, agencies, or organizations for more sophisticated analysis, including examining the impact that the organization has on the consumers it serves.
Performance measurement can be criticized, because applying a simple approach, which is true to measure organizational performance is very dependent on the data and output, such as the number of services provided, time to finish the service, or time needed to respond to complaints, etc.
At present, how popular are the demands of the community to improve services? and whether the performance is the impact of data output that has not been optimally accepted by the service recipient community.
Various methods and approaches for measuring performance have been used extensively in the economic and public policy fields to evaluate the effectiveness of programs and policies examined in investigations, such as Assessing community waste and Social Policy Costs, including services provided by nurses in health, education, welfare, and justice children, along with their policy implications and checking whether the costs of certain policies to fix social problems really benefit the implementing organization, the recipient, and society at large.
In determining whether each policy is useful, Weimer and Vining apply a cost-benefit analysis (CBA) approach, in which scientists and practitioners use the CBA method in their area of expertise. Perhaps the most interesting aspect of this paper is the identification of promising programs where the CBA framework can be applied.
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