Performance management in the voluntary sector – Responding to complexity

Toby Lowe*

*Corresponding author for this work

Research output: Contribution to journalReview articlepeer-review

5 Citations (Scopus)


This paper reviews the rise of new public management approaches to performance management in the voluntary sector and argues that outcome-based performance management – the dominant paradigm for performance management in the sector – fails to respond to the complex nature of voluntary sector challenges and activity. The paper argues that we need a new paradigm for performance management, which focuses on learning and improvement of practice, not on accountability for outcomes.

Original languageEnglish
Pages (from-to)319-331
Number of pages13
JournalVoluntary Sector Review
Issue number3
Early online date25 Jul 2017
Publication statusPublished - 1 Nov 2017


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