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Accountability for performance in English and Scottish fire and rescue services from 2010 to 2016

Taylor, Lynda; Greenhalgh, Kirsten; Murphy, Peter


Lynda Taylor

Peter Murphy


Using evidence from English and Scottish fire and rescue services from 2010-2016, this paper aims to show how divergent performance management regimes can affect public accountability. Performance management regimes enable agencies and the public to hold public sector organisations accountable by facilitating evaluation of their accomplishments. However, our findings show that local as opposed to central control over performance management, can have quite differing implications for public accountability. Impact It is often difficult to evaluate the implications that performance management regimes may have for accountability in public sector organisations. By analysing divergent performance management regimes operating in UK fire and rescue services, this paper illustrates that levels of hierarchical control over performance management regimes, can influence organisations' ability to deliver public services with improved accountability.


Taylor, L., Greenhalgh, K., & Murphy, P. (2021). Accountability for performance in English and Scottish fire and rescue services from 2010 to 2016. Public Money and Management, 41(1), 36-45

Journal Article Type Article
Acceptance Date Aug 1, 2019
Online Publication Date Oct 7, 2019
Publication Date Jan 1, 2021
Deposit Date Aug 19, 2019
Publicly Available Date Oct 8, 2020
Journal Public Money and Management
Print ISSN 0954-0962
Electronic ISSN 1467-9302
Publisher Routledge
Peer Reviewed Peer Reviewed
Volume 41
Issue 1
Pages 36-45
Keywords Accountability; performance; management; fire; rescue
Public URL
Publisher URL
Additional Information This is an Accepted Manuscript of an article published by Taylor & Francis in Public Money and Management on 07.10.2019, available online:


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