Effect Of Performance Information Research Articles

The Effect of Performance Information on Actual Budgeting Allocation: The Role of Policy Type

The purpose of this study is to examine how performance information changes actual budget allocation in both government proposals and congressional appropriations. Focusing on the effects of performance information on budget changes by subsection and policy type, the analysis reveals significantly positive relationships between performance information and budget changes. The analysis also shows significantly positive correlations between the planning and management sectors and budget changes. We also examine the effects of performance information on budget changes by policy type. Meanwhile, the results indicate that performance information had significant positive relationships with the budget allocations for distributive and redistributive policies.

Only hearing what they want to hear: Assessing when and why performance information triggers intentions to coproduce

AbstractWhile performance information is often used to communicate the importance of public policies and stimulate civic engagement, we know little about the processes that connect the two. This study proposes a conceptual model that links performance information to a specific form of public engagement: coproduction. Drawing on insights from information aversion theory, we argue that the effect of performance information on engagement in coproduction depends on levels of policy understanding and the valence of performance information that individuals are exposed to. Specifically, we predict that individuals exposed to positive performance information will understand the policy better than those exposed to negative performance information. Further, we predict that higher levels of policy understanding will increase coproduction engagement intentions. These predictions are examined using two experiments and a representative sample of US residents (n = 836). Findings indicate that participants best understood positive information and that understanding significantly increased coproduction engagement intentions.

Whoever Has Will be Given More: The Effect of Performance Information on Frontline Employees’ Support for Managerial Policy Initiatives

AbstractResearch has demonstrated how policy changes are bound to fail without the support of frontline employees. This study examines how performance information influences frontline employees’ support for managerial policy initiatives. We develop hypotheses stating that the exposure to positive and negative organizational performance scores compared to average scores increases frontline employees’ support for managerial policy initiatives and thus facilitate policy change. To test our hypotheses, we conduct a survey experiment on more than 1,500 social caseworkers working in Danish employment agencies. The results show that while the provision of positive organizational scores increases caseworkers’ support for managerial policy initiatives, there is no direct effect following the exposure of negative performance scores. However, additional exploratory analysis reveals that the caseworkers’ experienced work pressure moderates the effect of positive and negative performance information. Specifically, caseworkers that experience a high work pressure are more inclined to support managerial policy initiatives following positive and negative performance scores. Furthermore, the explorative analysis indicates that the caseworkers tend to ignore negative performance information, which strongly suggests that poor performance scores trigger identity-protective cognition. Overall, the study advances our understanding of the link between performance information and support of policy changes on the frontline of public services by showing how different performance scores influence employees’ support for managerial policy initiatives.

The Effects of Performance Information on Public Resource Allocations: A Study of Chile's Performance-Based Budgeting System

ABSTRACT This article reports the findings of a mixed-methods study of the effects of performance-related considerations on the allocation of public resources in Chile. The study considered aspects and stages of the budgetary process that most previous research on the relationship between performance assessments and the budget has tended to disregard. By virtue of this distinctive approach, the study identified many instances of performance considerations' influence that many other studies would have failed to capture. Because of its strictly exploratory character, the study could not establish how typical the different types of effects identified are. But it suggests that the effects most neglected in the literature may account for a great portion, if not for most, of the performance assessments' impact on the quality of public spending.

Effects of coworker information on perceptions and ratings of performance

This study examined the effects of performance information from the ratee's coworker both on rater's perceptions of the information and ratings of the ratee's performance. As part of a managerial role-play exercise, subjects were required to rate an employee's performance. Audiotaped interactions of the ratee and customers were manipulated to reflect either good or poor performance. In addition, the ratee's coworker provided performance information which varied on (a) who was the initiator of the report and (b) the favorability of the information. Results revealed that while performance information from the ratee's coworker did not significantly affect ratings of performance when it was consistent with the rater's direct observations, ratings were affected when the information from a coworker was inconsistent with the rater's direct observations even though the information from a coworker was perceived as less accurate and of less use. Copyright © 1999 John Wiley & Sons, Ltd.

Effects of Performance Information and Physical Attractiveness on Managerial Decisions about Promotion

Abstract We investigated the impact of physical attractiveness and work performance on promotion decisions. Executives (= 61) from a variety of firms in Hong Kong evaluated six candidates for promotion. These candidate were of high, medium, or low attractiveness and were described as showing either high or mediocre work performance. The executives used performance as the major criterion to decide which candidate should be promoted. Physical attractiveness enhanced the likelihood of promotion only when the candidates' performance was mediocre. A similar pattern of results was also found for the person perception items measuring the candidates' competence and likeability. Physical attractiveness had a significant impact on candidates' perceived competence and likeability only when their performance level was mediocre. These results were interpreted in light of a hierarchical model of personnel decisions based on Tversky's (1972) elimination by aspect model of decision making.