Evaluation of performance is now an accepted human resource management practice in many organisations. The research reported in this paper identifies factors impacting on the implementation and use of performance measurement systems in Victoria's human services agencies. It applied a conceptual framework to evaluate the influence of rational/scientific and political/cultural factors on their implementation. The results indicate that both political/cultural and rational/scientific influences are present when human services organisations in Victoria implement and use performance measurement systems. While the results do not contain an exhaustive list of influences that may impact on an organisation's performance measurement efforts, they do provide confirmation of the existence of these two distinct categories of influences, and are useful in understanding how such factors may affect the operation of performance measures. This paper advances our knowledge of how to develop new approaches that more effectively manage the implementation and utilisation of performance measures. The results will be of interest to human service organisations, government departments that fund these agencies and to those with an interest in the accountability of publicly funded bodies.