scholarly journals Factoring in the human factor: experimental evidence on how public managers make sense of performance information

2021 ◽  
pp. 1-14
Author(s):  
Nicola Belle ◽  
Giorgio Giacomelli ◽  
Sabina Nuti ◽  
Milena Vainieri
Keyword(s):  
Experimental Evidence ◽  
Human Factor ◽  
Performance Information ◽  
Public Managers

scholarly journals Public sector reform and the state of performance management in Portugal: is there a gap between performance measurement and its use?

2020 ◽  
Vol 33 (6/7) ◽  
pp. 613-627
Author(s):  
Ana I. Melo ◽  
Luís F. Mota
Keyword(s):  
Data Analysis ◽  
Public Sector ◽  
Performance Management ◽  
Public Administration ◽  
Management Practices ◽  
Ideal Type ◽  
The State ◽  
Performance Information ◽  
Content Type ◽  
Public Managers

PurposeThis paper aims to analyse the state of performance management in the Portuguese public sector as part of the efforts towards public administration reform.Design/methodology/approachTheoretically, the authors took Bouckaert and Halligan's (2008, pp. 35–39) approach into consideration to analyse the adoption of performance management practices. This approach was supplemented by an adaptation of Pollitt and Bouckaert's (2011, p. 33) framework to analyse the context for administrative reforms. The used data analysis techniques include documentary analysis (namely legislation and evaluation reports of reform efforts), secondary data analysis and a survey conducted with 296 Portuguese top public managers.FindingsThe findings show that Portuguese public sector organisations adopted several tools to measure performance over the years, but failed to incorporate performance information into their management practices or to properly use it for either internal or external purposes. Concerning the ideal types proposed by Bouckaert and Halligan (2008, p. 36), Portugal is considered to fit the “performance administration” ideal type, even though it is moving closer to the “managements of performance” ideal type.Originality/valueThis is one of the first comprehensive studies on the state of performance management in Portugal framed within the broader context of public sector reforms. The findings will be of interest both to scholars who study public administration reforms and performance management and to Portuguese policy makers and public managers who are interested in understanding and improving the way performance information is measured, incorporated and used in that sector.

scholarly journals Performance Information, Racial Bias, and Citizen Evaluations of Government: Evidence from Two Studies

2020 ◽  
Author(s):  
Gregory A Porumbescu ◽  
Suzanne J Piotrowski ◽  
Vincent Mabillard
Keyword(s):  
Information Disclosure ◽  
Racial Bias ◽  
The United States ◽  
Public Organizations ◽  
Social Accountability ◽  
Performance Evaluations ◽  
Performance Information ◽  
Public Managers ◽  
Positive Performance ◽  
Two Samples

Abstract Social accountability reforms emphasize expanding performance information disclosure and incorporating citizen feedback into performance evaluations of public organizations. However, social accountability scholarship has largely ignored possible discriminatory implications of performance information use despite calls for more social equity research. We look to bridge these two literatures, arguing that increasing exposure to performance information can actually activate racial bias in citizen feedback. Using two samples of White MTurk participants residing in the United States, we test this argument in a Negative Performance Information Study (n = 800) and a Positive Performance Information Study (n = 800). In the Negative Performance Information Study, we find increased exposure to negative performance information triggers more negative performance evaluations of public organizations led by Black public managers, but not White public managers, and strengthens preferences to fire Black public managers, but not White public managers. In the Positive Performance Information Study, we find increased exposure to positive performance information has no impact on performance evaluations of Black, nor White public managers but strengthens preferences to reappoint White, but not Black public managers. These findings suggest increasing exposure to performance information triggers racial bias in performance evaluations and preferences for holding public managers accountable.

scholarly journals Getting Past “Purposeful”: Exploring Dimensionality in Nonprofit Executive Performance Information Use

2020 ◽  
Vol 6 (3) ◽  
pp. 281-302
Author(s):  
Clare FitzGerald
Keyword(s):  
Empirical Support ◽  
Information Use ◽  
The United States ◽  
Evidence Base ◽  
Research Area ◽  
Performance Information ◽  
Public Managers ◽  
Goal Clarity ◽  
Leadership Support ◽  
Large Survey

Although performance information use (PIU) among public managers is a growing and increasingly relevant research area, the existing evidence base has two significant limitations for those interested in its application to nonprofit executives. First, large survey investigations, the predominant method used to assess PIU behaviors, have rarely sampled outside of government. Second, despite theoretical arguments and empirical support for PIU being a multidimensional behavior, only ‘purposeful’ use (i.e., the deliberate and instrumental use of performance information in decision-making to improve organizational operations) has been examined with any regularity. Thus, in addition to developing theory around PIU for nonprofit executives (rather than just public managers within governments), I test established drivers of purposeful and political PIU using survey data from 260 nonprofit executives throughout the United States. Results show that nonprofit executive PIU is driven by different considerations than public manager PIU. Additionally, results show that leadership support of performance measurement is an important driver of purposeful and political PIU, with organizational goal clarity and networking behavior also, specifically, driving political PIU.

The power of comparisons: Peer information as a management tool

2018 ◽  
Vol 34 (4) ◽  
pp. 494-516 ◽  
Author(s):  
Lael R Keiser ◽  
Susan M Miller
Keyword(s):  
Charitable Giving ◽  
Energy Use ◽  
Performance Data ◽  
Management Tool ◽  
Public Employees ◽  
Performance Information ◽  
Public Managers ◽  
The Social ◽  
Social Security Disability ◽  
Insight Into

While previous research has explored how performance data can influence organizations and considered the factors that shape public managers' use of performance data, we know less about the way in which individual bureaucrats respond to performance information. Considerable research illustrates the power of peer information in a variety of contexts, including energy use, voting, and charitable giving. We suggest that public employees may adjust their behavior in response to information about how their performance compares with their peers. Providing peer information to public employees allows for learning. If alerted to an unflattering comparison, public employees might be motivated to alter their behavior. Using the case of administrative law judges in the Social Security Disability programs, we find evidence that is consistent with the expectation that individual bureaucrats respond to peer information. This study provides insight into whether and how public managers can harness the power of peer information.

scholarly journals Explaining the Use of Performance Information by Public Managers: Do Task-Related Factors Matter?

2021 ◽  
Author(s):  
Veronica Allegrini ◽  
Fabio Monteduro ◽  
Francesco Del Prete
Keyword(s):  
Mail Survey ◽  
Information Use ◽  
Organizational Factors ◽  
Medium Size ◽  
Organizational Studies ◽  
Performance Information ◽  
Related Factors ◽  
Public Managers ◽  
E Mail ◽  
Task Variability

AbstractOrganizational factors have frequently shown a significant influence on the use of performance information by public managers, but the study of task-related factors has been neglected. Combining insights from public administration, organizational studies, and a behavioural approach, this article investigates whether some task characteristics influence the use of performance information by public managers. Drawing on an e-mail survey on managers working in Italian medium-size municipalities, an empirical analysis was developed. Findings show that task analysability and task variability directly affect performance information use by public managers. Task interdependence shows an indirect effect on performance information use through its availability.

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