Performance Management In Public Organisations Research Articles

Identifying & Ranking the Ethical Components of Comprehensive Performance Management in Public Organizations

Identifying & Ranking the Ethical Components of Comprehensive Performance Management in Public Organizations

How the source of performance information matters to learning on the front-lines: evidence from a survey experiment

Despite the widespread implementation of performance management in public organizations, we know little about how contextual factors influence frontline employees’ perceptions of performance information. This study contributes to the literature by developing and empirically testing hypotheses stating that the source of the performance information matters to frontline employees’ perceptions and willingness to use performance information for learning purposes. We test the hypotheses in a survey experiment including 1926 public high school teachers in Denmark. The findings show that frontline employees exposed to performance information from vertical sources (the management) rather than from horizontal sources (colleagues in learning forums or the employees themselves) are less likely to perceive performance information as relevant and useful, and less willing to use the information for learning activities. The findings have important policy implications for the design of performance management in public organizations.

Giving sense and changing perceptions in the implementation of the performance management system in public sector organisations in developing countries

PurposeChange in public organisations has become inevitable in modern times. Yet, implementing change continues to be problematic, especially the attempt to introduce performance management (PM) in the sector. The purpose of this paper is to examine how HR managers are using sensegiving processes to attempt to institutionalise PM in public organisations in Ghana PM in public organisations in Ghana.Design/methodology/approachThe paper utilises the mixed methods approach to examine the process of sensegiving. In using this method, the authors used focus group, as well as individual interview techniques and a quantitative survey of some selected organisations in the public sector.FindingsThe results of the study show that, four main activities, i.e. workshops, seminars and training, one-on-one communication, and unit meetings are employed in the process. The analysis indicates that these activities have become quite effective in the quest to change perceptions about PM in the sector.Research limitations/implicationsThe research was limited to a few organisations. Hence, it will be necessary to expand it, if possible to the entire public sector to see if the same results will be obtained.Practical implicationsIt shows that reformers must be cognisant of the views of employees in developing and implementing reforms that focus on changing both individual orientations and organisational and culture.Originality/valueThis is the first time such a study has been done in Ghana. Furthermore, studies on PM institutionalisation and implementation have either been qualitative or quantitative in nature. Studies using the mixed methods approach are rare, with those we know coming mostly from the Western World. Thus, this paper is one of the few to examine this issue using the mixed methods approach and more so from a developing country’s perspective.

When employee performance management affects individual innovation in public organizations: the role of consistency and LMX

Public sector challenges translate in more complex job demands that require individual innovation. In order to deal with these demands, many public organizations have implemented employee performance management. In a multilevel study, we examine when employee performance management affects individual innovation. We contribute by focusing on consistent employee performance management and Leader–Member Exchange (LMX). Based on goal-setting theory, we first argue that employee performance management fosters individual innovation when it entails consistent subpractices. Subsequently, LMX is theorized to function as a moderator in this linkage. We use multilevel data from 68 elderly homes and 1095 caregivers in Flanders to test our hypotheses. The study reveals that individual innovation is related to consistent employee performance management, and that LMX functions as a moderator in this relationship. Our findings contribute to scholars’ understanding of effects from employee performance management in public organizations.