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1

1957-, Gupta Praveen, ed. Service scorecard: Creating value through sustained performance improvement. Upper Saddle River, N.J: FT Press, 2008.

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2

Improving food and beverage performance. Oxford: Butterworth-Heinemann, 1996.

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3

Jackson, Rita. Continuous quality improvement for nutrition care. Amelia Island, FL: American Nutri-Tech, 1992.

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4

Performance improvement 1995: Evaluation activities of the Public Health Service. [Washington, D.C.?]: The Service, 1995.

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5

Theories of performance: Organizational and service improvement in the public domain. Oxford: Oxford University Press, 2010.

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6

Courtney, Atlas, and Sullivan Catherine F, eds. Health care food service systems management. 3rd ed. Gaithersburg, Md: Aspen Publishers, 1998.

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7

Improving employee performance in the foodservice industry: A guide to employee discipline. New York: Van Nostrand Reinhold, 1992.

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8

United States. Government Accountability Office. U.S. Postal Service: Delivery performance standards, measurement, and reporting need improvement : report to congressional requesters. Washington, D.C: GAO, 2006.

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9

), National Association of College and University Food Services (U S. Operating performance benchmarking survey: Based on 1998 results. East Lansing, MI: National Association of Colleges & University Food Services, 1999.

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10

Colorado. Office of State Auditor. Inmate education and food services, Department of Corrections: Performance audit. [Denver: State of Colorado, Office of State Auditor, 1997.

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11

North Carolina. Office of the State Auditor. Performance audit of the food sanitation inspection program within the Department of Environment, Health and Natural Resources. [Raleigh, N.C.]: The Office, 1996.

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12

Office, General Accounting. Food assistance: Performance measures for assessing three WIC services : report to Congressional committees. Washington, D.C: U.S. General Accounting Office, 2001.

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13

Office, General Accounting. District of Columbia: Performance report reflects progress and opportunities for improvement : report to congressional subcommittees. [Washington, D.C.]: The Office, 2002.

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14

Office, General Accounting. Food safety: Federal oversight of shellfish safety needs improvement : report to the Committee on Agriculture, Nutrition, and Forestry, U.S. Senate. Washington, D.C. (P.O. Box 37050, Washington 20013): U.S. General Accounting Office, 2001.

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15

Office, General Accounting. Financial management: Implementation of the Cash Management Improvement Act : report to Congress. Washington, D.C: The Office, 1996.

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16

Office, General Accounting. Internal controls: Controls over expedited payments to defense suppliers need improvement : report to the Congressional requesters. Washington, D.C: The Office, 1988.

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17

Office, General Accounting. Internal controls: Program to address problem meat and poultry plants needs improvement : report to the Secretary of Agriculture. Washington, D.C: The Office, 1989.

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18

Office, General Accounting. Financial management: Federal Financial Management Improvement Act results for fiscal year 1999 : report to congressional committees. Washington, D.C. (P.O. Box 37050, Washington 20013): The Office, 2000.

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19

Office, General Accounting. Foreign assistance: Any further aid to Haitian justice system should be linked to performance-related conditions : report to Congressional Requesters. Washington, D.C. (P.O. Box 37050, Washington, D.C. 20013): U.S. General Accounting Office, 2000.

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20

Palmer, R., and Roy Weston. Competitive Customer Service (Business Performance Improvement - Practitioner). Nelson Thornes Ltd, 1995.

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21

Waller, Keith. Improving Food and Beverage Performance. Taylor & Francis Group, 2016.

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22

Performance Improvement in Public Service Delivery: A Toolkit for Managers. Financial Times Prentice Hall, 1996.

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23

Tyagi, Rajesh K., and Praveen Gupta. A Complete and Balanced Service Scorecard: Creating Value Through Sustained Performance Improvement. FT Press, 2008.

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24

Johnston, R., L. Fitzgerald, and S. Brignall. Improving Service Performance: A Study of Step-Change Versus Continuous Improvement (Research Studies). CIMA Publishing, 1999.

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25

Supervision for Learning: A Performance-Based Approach to Teacher Development and School Improvement. ASCD, 2006.

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26

Leisink, Peter, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele, eds. Managing for Public Service Performance. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780192893420.001.0001.

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How does management make a meaningful contribution to public service performance? This is the overall question of this volume. The sixteen chapters aim to clarify conceptual issues; critically reflect on assumptions underlying public management and public service performance understandings; theoretically explain direct and indirect relationships between management and performance; and outline a research agenda based on a review of the extant literature. In order to achieve these aims, this volume takes a multidisciplinary, critical, rigorous, and context-sensitive approach. The disciplines of public management, leadership, human resource management, and work and organization psychology are combined because they focus differently on aspects of management, public service performance, employee outcomes, and linking mechanisms such as employees’ attitudes and behaviors. Multidisciplinarity is illustrated by the variety of management aspects examined: different types of leadership behaviors, people management, performance management, human resource management systems, diversity management, and change management. Stakeholders often emphasize different public values that influence what they hold desirable in public service provision. The authors critically reflect on which stakeholder interests are included and excluded in empirical studies. The institutional perspective informs critical reflection on public sector context factors that affect the management–performance relationship in democratic societies. By paying attention to distinctive features of the public sector context, the volume contributes to both knowledge growth and the improvement of public services in practice.
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27

Ltd, ICON Group. FOOD TECHNOLOGY SERVICE, INC.: International Competitive Benchmarks and Financial Gap Analysis (Financial Performance Series). 2nd ed. Icon Group International, 2000.

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28

Ltd, ICON Group. SHIDAX FOOD SERVICE CORP.: International Competitive Benchmarks and Financial Gap Analysis (Financial Performance Series). 2nd ed. Icon Group International, 2000.

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29

Ltd, ICON Group. OHSHO FOOD SERVICE CORP.: International Competitive Benchmarks and Financial Gap Analysis (Financial Performance Series). 2nd ed. Icon Group International, 2000.

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30

Ltd, ICON Group. WATAMI FOOD SERVICE CO., LTD.: International Competitive Benchmarks and Financial Gap Analysis (Financial Performance Series). 2nd ed. Icon Group International, 2000.

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31

(Editor), Sam Agere, and Noella Jorm (Editor), eds. Designing Performance Appraisals: Assessing Needs and Designing Performance Management Systems in the Public Sector (Managing the Public Service: Strategies for Improvement Series). Commonwealth Secretariat, 2000.

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32

Quigley, Denise, Shelley Wiseman, and Donna Farley. Improving Performance for Health Plan Customer Service: A Case Study of a Successful CAHPS Quality Improvement Intervention. RAND Corporation, 2007. http://dx.doi.org/10.7249/wr517.

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33

Making food healthy and safe for children: How to meet the national health and safety performance standards--guidelines for out-of-home child care programs. Arlington, VA: National Center for Education in Material and Child Health, 1997.

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34

L, Joutz Frederick, ed. Retail food price forecasting at ERS: The process, methodology, and performance from 1984 to 1997. [Washington, DC] (1800 M St., NW, Washington 20036-5831): U.S. Dept. of Agriculture, Economic Research Service, 2000.

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35

Colorado. Office of State Auditor., ed. Performance audit: Colorado Department of Health, regulation of nursing homes, personal care boarding homes, hospitals, and food service establishments, September 1988. [Denver, Colo.] (200 East 14th Ave., Denver 80203): [State of Colorado, Office of State Auditor, 1988.

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36

United States. Government Information Technology Services Working Group. Customer Service Improvement Team. and National Performance Review (U.S.), eds. A vision and implementation strategy for improved customer-oriented service delivery: Implementing the National Performance Review's information technology recommendations. [Washington, D.C.?]: The Review, 1995.

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37

Internal controls: FMS' monitoring of lockbox bank operations needs improvement : report to the Commissioner, Financial Management Service, Department of the Treasury. Washington, D.C: The Office, 1999.

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38

United States. General Accounting Office., ed. Financial management: Analysis of DOD's first Biennial Financial Management Improvement Plan : report to Congressional committees. Washington, D.C: The Office, 1999.

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39

Financial management: Analysis of DOD's first Biennial Financial Management Improvement Plan : report to Congressional committees. Washington, D.C: The Office, 1999.

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40

Office, General Accounting. Internal controls: Program to address problem meat and poultry plants needs improvement : report to the Secretary of Agriculture. Washington, D.C: The Office, 1989.

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41

Office, General Accounting. Financial management: Federal Financial Management Improvement Act results for fiscal year 1999 : report to congressional committees. Washington, D.C. (P.O. Box 37050, Washington 20013): The Office, 2000.

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42

Office, General Accounting. Financial management: Federal Financial Management Improvement Act results for fiscal year 1999 : report to congressional committees. Washington, D.C. (P.O. Box 37050, Washington 20013): The Office, 2000.

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43

Office, General Accounting. Financial management: Federal Financial Management Improvement Act results for fiscal year 1998 : report to Congressional Committees. Washington, DC: The Office, 1999.

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44

Office, General Accounting. Financial management: Federal Financial Management Improvement Act results for fiscal year 1997 : report to Congressional Committees. Washington, D.C. (P.O. Box 37050, Washington, D.C. 20013): The Office, 1998.

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45

Financial management: Education's student loan program controls over lenders need improvement : report to the Secretary of Education. Washington, D.C: The Office, 1993.

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46

Financial management: Implementation of the Federal Financial Management Improvement Act of 1996 : report to congressional committees. Washington, D.C. (P.O. Box 37050, Washington 20013): The Office, 1997.

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47

Office, General Accounting. Internal controls: Oversight of longshore Special Fund needs improvement : report to the Chairman of the Subcommittee on Workforce Protections, Committee on Education and the Workforce, House of Representatives. Washington, D.C. (P.O. Box 37050, Washington, D.C. 20013): The Office, 1999.

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48

Internal controls: Oversight of longshore Special Fund needs improvement : report to the Chairman of the Subcommittee on Workforce Protections, Committee on Education and the Workforce, House of Representatives. Washington, D.C. (P.O. Box 37050, Washington, D.C. 20013): The Office, 1999.

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49

Internal controls: Oversight of longshore special fund needs improvement : report to the Chairman of the Subcommittee on Workforce Protections, Committee on Education and the Workforce, House of Representatives. Washington, D.C. (P.O. Box 37050, Washington, D.C. 20013): The Office, 1999.

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50

Horne, Ralph E., Tim Grant, and Karli Verghese. Life Cycle Assessment. CSIRO Publishing, 2009. http://dx.doi.org/10.1071/9780643097964.

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Life Cycle Assessment (LCA) has developed in Australia over the last 20 years into a technique for systematically identifying the resource flows and environmental impacts associated with the provision of products and services. Interest in LCA has accelerated alongside growing demand to assess and reduce greenhouse gas emissions across different manufacturing and service sectors. Life Cycle Assessment focuses on the reflective practice of LCA, and provides critical insight into the technique and how it can be used as a problem-solving tool. It describes the distinctive strengths and limitations of LCA, with an emphasis on practice in Australia, as well as the application of LCA in waste management, the built environment, water and agriculture. Supported by examples and case studies, each chapter investigates contemporary challenges for environmental assessment and performance improvement in these key sectors. LCA methodologies are compared to the emerging climate change mitigation policy and practice techniques, and the uptake of ‘quick’ LCA and management tools are considered in the light of current and changing environmental agendas. The authors also debate the future prospects for LCA technique and applications.
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