Overview of performance dynamics Performance management is another of those terms that requires explanation. The performance is evident. It could be a musical, a drama, or other entertainment. It could also be a particular action, act or process. Here performance is better defined as the execution or completion of work. The management is equally easily explained. Management is the ability or executive capacity to control and direct the affairs of a company. However, taken together, they feel more like a Nike ad or tracking how well a race was won. The government is increasingly interested in this topic. Every president who has taken office has felt the need to reform government performance. Citizens want to see better results: greater accountability, better financial forecasts and budgets, and better reporting on these items. What studies have shown is that the best way to achieve these results is to help employees take actions that will improve the effectiveness of the organization. The study of that behavior is called performance management. Examples of it include planning daily work and setting expectations for each employee, monitoring each employee's performance, developing employees' performance ability, periodically evaluating employees, and finally rewarding good performance. Donald Moynihan's book, “The Dynamics of Performance Management” is basically a study in the psychology of performance management. Each chapter includes an explanation of performance management reforms or the various methods used. Its goal is to provide solutions on how performance management can improve efficiency. This article is an overview of his book. Instead of talking about each chapter of the book, see…half of the paper…to rethink performance management. These include: ■ Understanding that performance information is not performance management ■ Recognizing that performance information is not objective ■ Realizing that performance management relies on other organizational factors to be successful CONCLUSIONS Management explains many of the failures in depth of recent performance management reform efforts. It highlights what many in government have seen firsthand: Tracking and reporting performance information is not the same as performance management, and the expectations of each effort should not be confused. By examining these failures and applying different theoretical perspectives, the author is able to suggest ways in which government can rethink its approach to performance management and increase the chances of success in the future..❙