Incentives and accountability for government performance are central to contemporary government reform agendas across the globe. Still, the lessons on intended and unintended effects of incentive and performance management systems from several decades of research and practice do not appear to be reflected in the current design and implementation of these systems in the public sector. This conundrum serves as motivation for the contributors to this volume. Led by Nobel laureate James J. Heckman, they use U.S. employment and training programs as their laboratory for investigation into the performance of performance standards. Drawing on a variety of.
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