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Productivity Enhancement Efforts in Public and Nonprofit Organisations
Evan M. Berman and Jonathan P. West
Public Productivity & Management Review
Vol. 22, No. 2 (Dec., 1998), pp. 207-219
Published by: Taylor & Francis, Ltd.
Stable URL: http://www.jstor.org/stable/3381033
Page Count: 13
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This article examines the use of productivity improvement strategies in public and nonprofit organizations. Based on a national survey of large cities, social service organizations, and museums, it finds considerable similarities in the use of productivity improvement tools. Strategic planning is among the most widely used productivity improvement strategies in both public and nonprofit organizations, and performance measurement and empowerment are also widely used. The wide use of productivity improvement initiatives in both sectors suggests that public managers and students who are skilled in productivity improvement will find broad application for their efforts. This study also finds that although cities are more likely than nonprofit organizations to have adequate resources for productivity improvement efforts, they are less likely to have organizational cultures that support productivity.
Public Productivity & Management Review © 1998 Taylor & Francis, Ltd.