These case studies and analytic essays are intended to give the reader a richer understanding of when and how top managers succeed or fail in their efforts to use performance management (PM) systems to improve the functioning of federal, state, and local government in the United States (U.S.). The question mark in the title is intended to remind the reader that the efficacy of PM in U.S. government is a question for discussion, not a settled issue. Dissenting voices on the topic are heard, and case studies explore problems in PM as well as success stories. "Introduction" (Richard P. Nathan) gives some background and briefly describes the cases studies and essays. "What Types of Performance Information Should Be Tracked?" (Harry P. Hatry) discusses various performance indicators. Section II, PM and the Federal Government, begins with two chapters by skeptics followed by three by enthusiasts: "Getting Performance Measures to Measure Up" (Allen Schick); "The Economics of Performance Incentives in Government with Evidence from a Federal Job Training Program" (Gerald Marschke); "Implementing Government Performance and Results Act (GPRA): Progress and Challenges" (J. Christopher Mihm); "Restoring Government Integrity Through Performance, Results, and Accountability" (Virginia L. Thomas); and "The Social Security Administration and PM" (Walter D. Broadnax, Kevin J. Conway). Section III, PM and the Federalism Challenge, consists of these four chapters: "PM: Does It Matter in the New World of Welfare?" (L. Kate Boyer et al.); "Federalism and PM: Health Insurance, Food Stamps, and the Take-Up Challenge" (James Fossett et al.); "Empowerment Zones and the Promise of Accountability" (David J. Wright); and "Intergovernmental Relationships and the Federal Performance Movement" (Beryl A. Radin). The five chapters in Section IV, PM in States and Local Government" are "Beyond Measurement: Managing for Results in State Government" (Patricia W. Ingraham, Donald P. Moynihan); "Performance Budgeting in the States" (Katherine G. Willoughby, Julia E. Melkers); "Getting to Results in Florida" (Robert B. Bradley, Geraldo Flowers); "Paying for Performance in Public Higher Education" (Joseph C. Burke); and "PM in New York City: Compstat and the Revolution in Police Management" (Dennis C. Smith, William J. Bratton). Section V, Summing Up, concludes the volume concludes with "Is the New Obsession with PM Masking the Truth About Social Programs?" (Ann B. Blalock and Burt S. Barnow) and "Pitfalls in Designing and Implementing PM Systems" (Dall W. Forsythe). Appendixes include a 527-item bibliography, author notes, and index. (YLB)