particular, this mode of measuring performance came into force after the take over of this prison service by the Shared Services leading into regionalisation. Prior to this, training within the aforementioned service was being conducted by the national training team. However, there are some concerns about the efficacy of this method of performance measurement with respect to the quality of training. Opponents of this method argue that this split has put each region under pressure from the management to achieve the stipulated target contact time at the expense of quality. That notwithstanding, this method of performance measurement carries with it merits in terms of ensuring quality and accountability to the tax payer by such public sectors. Hence, this paper shall seek to investigate the efficacy of the government target performance measurement with specific reference to Her Majesty’s Prison as well as Ambulance Services; a sub-component of the National Health Services (NHS) in order to have a wider view of its efficacy on the quality of service provision within the public sector.
Her Majesty’s Prison service has undergone significant changes with respect to training. Ambulance services have been of no exception on the other hand with respect to the personnel response time to patients or persons in medical redress. In particular, the said transformation is known to have began at the start of the just ended decade in which case the aforementioned prison service together with the other government-run service providers for example the police force, were given agency status after loosing the much acclaimed crown immunity. Perhaps it is imperative to note that this translated into the respective public service provider being given the autonomy in terms of managing their own area. By so doing, every establishment was to be responsible as far as the achievement of stipulated outcomes is concerned and thereby be accountable to the tax payer. Of