Performance management in the Vietnam public sector: The role of institution, traditional culture and leadership

Abstract

ABSTRACT Employee performance management (PM) is often promoted as an innovation to improve public sector performance, but globally is hard to implement. Vietnam, like other transitional countries, faces added implementation problems; PM conflicts with aspects of traditional culture and its public sector lacks accountability. This mixed methods study is based on a research sample of 322 participants from 29 Vietnamese public organizations. Results show that accountability positively impacts PM innovation, and that interpersonal relationships, rooted in traditional cultures, negatively impact it. Servant and entrepreneurial leadership styles moderate these relationships. This study contributes by adding clearer understanding of these factors that have relevance to studies of public sector HRM, accountability and leadership.