A case for performance management for political appointees

The central principles of performance-based management are the same for career civil servants and political appointees. They are both public servants, but political executives have not taken performance-based management as seriously as they should. In recent years, many governments have established various forms of performance-based management systems for public servants, but the main target population for such reform or Institutionalization has been typical career civil servants rather than political appointees. Therefore despite political appointees having a higher level of responsibility than typical career civil servants, their performance management system is seriously underdeveloped. The author suggests substantial Improvements of the performance management system for political appointees are needed. Political responsiveness is not a black box. It can be and should be measured.