Manager’s Role and Performance Information Use: Evidence from US Federal Agencies

Eunjin Hwang

doi:10.24193/tras.64e.3

Abstract

This article explores the relationship between performance information use for different functions based on two of Moynihan’s analyses and a managerial perspective, utilizing passive and purposeful use. The results of this study suggest that both accountability and managers’ proximity to the performance system exert strong influence on the use of performance information in the public sector. In terms of organizational factors, data quality and meaningful measures are associated with performance information use. On the other hand, external attention has no effect on performance information use regardless of the types of performance information.

Highlights

Numerous significant efforts have been made to increase performance in the public sector in the U.S government
The results show that the three variables of objective proximity to the performance system — involvement in performance measurement, CAP goals, and priority goals — are used, and manager’s involvement in performance measurement is positively associated with all types of performance information use
The results have confirmed the positive effects of manager proximity, such as managerial involvement in performance measurement, awareness of CAP goals, and awareness of priority goals

Summary

Introduction

Numerous significant efforts have been made to increase performance in the public sector in the U.S government. Moynihan (2009) outlines the ‘Four P’s’: Passive, Political, Perverse, and Purposeful According to his definition, passive use focuses on complying with requirements for increased performance, while political use employs decision-making to receive more support from stakeholders. Two of Moynihan’s four Ps are found in the GAO survey data, and due to its reliance on this secondary data, the present study employs purposeful and passive use as sufficient categories to account for the performance use reflected in the data It examines how managerial involvement in GPRA processes and PART reviews relates to performance information use, focusing on passive and purposeful forms of performance information use with data from 2000 and 2007. For analyzing a manger’s involvement and awareness of goals, this study employs the proximity concept, commonly used in social science fields

Manager’s proximity

Manager’s accountability

Organizational behaviors

Data and methods

Results

Conclusion