Does Managerial Use of Performance Information Matter to Organizational Outcomes?

2021 ◽  
pp. 027507402110488
Author(s):  
Xu Han ◽  
Donald Moynihan
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
School Performance ◽  
Public Management ◽  
School Principals ◽  
Organizational Outcomes ◽  
Performance Information ◽  
High Stake ◽  
The Relationship ◽  
Objective Indicators

Public management scholars have made impressive strides in explaining managerial usage of performance information (PI). Does such PI use matter to performance? If so, what types of use make a difference? To answer these questions, we connect managerial self-reported behavior with objective organizational outcomes in Texas schools. We control for lagged comparative school performance and employ inverse probability weighting to mitigate endogeneity concerns. The results show that managerial use of PI is associated with objective indicators of performance, and that the type of use matters. In particular, school principals’ use of PI for strategic planning is positively associated with better high-stake test scores. The findings suggest that maturity of performance management system can shape the relationship between managerial PI use and organizational performance, thereby contributing to a contingency-based understanding of the relationship between performance management and organizational performance.

scholarly journals Does Stewardship Theory Provide a Viable Alternative to Control-Fixated Performance Management?

2020 ◽  
Vol 10 (4) ◽  
pp. 86
Author(s):  
Jacob Torfing ◽  
Tina Øllgaard Bentzen
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Well Being ◽  
Stewardship Theory ◽  
Public Employees ◽  
Public Service Organizations ◽  
Perceived Satisfaction

Stewardship theory provides an interesting alternative to agency theory, which in the recent New Public Management era supported the introduction of rigorous performance management systems based on generalized mistrust in and control of public employees. However, we lack empirical validation of the feasibility and positive outcomes of the new forms of trust-based management recommended by stewardship theory. As such, there are few examples of alternative ways of boosting the motivation of public employees that can serve as beacons for public service organizations (PSOs) eager to find new ways of motivating their staff to create public value for the users of public services and society as a whole. This article aims to remedy this problem by exploring a seemingly successful empirical case of trust-based management to see whether the core principles of stewardship theory apply and how new management practices may influence the motivation and well-being of the employees, the perceived satisfaction and involvement of the users, and overall organizational performance, including cost efficiency.

scholarly journals Relationship Between Leadership, Resilience, and Competence Amongst Police Officers in Klang Valley, Malaysia

2021 ◽  
Vol 17 (11) ◽  
pp. 39
Author(s):  
Fazura Razali ◽  
Ahmad Aizuddin Md Rami ◽  
Nur Shuhamin Nazuri ◽  
Siti Shazwani Ahmad Suhaimi
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Police Officers ◽  
Work Experience ◽  
Resource Development ◽  
Leadership Quality ◽  
Performance Development ◽  
The Relationship

Excellent human resource development prioritizes organizational performance development elements. Organizational performance in Malaysia’s public sector is a concept that still needs to be explored. To date, improvements to leadership quality in order to enhance employee competence is one of the areas of study that has become the focus of researchers in the field of human resource development. In fact, leadership quality is also influenced by a person’s self-resilience to changes – one such example is police officers’ competence in order to perform their duties well. This study aims to assess the relationship between self-resilience and the leadership qualities of police officers. The study involved the Royal Malaysia Police of the state of Selangor. The study which used a simple randomized quantitative method involved 105 respondents comprised of police officers and other members of the force. Findings of the study indicate highest positive relationships between leadership and competency, resilience and competency, and resilience and leadership, with r values between 0.791 to 0.864. However, the relationship between leadership quality based on education level and length of service (work experience) was not significant. This study shows that there are several elements in human resource development and performance management that can be improved by emphasizing on the leadership aspect in order to improve the competencies of police officers in Malaysia.

scholarly journals Organizational Behaviour and its Effect on Corporate Effectiveness

2020 ◽  
pp. 121-129
Author(s):  
John Nkeobuna Nnah Ugoani
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Relevant Literature ◽  
Exploratory Research ◽  
The Public ◽  
Organizational Behaviour ◽  
The People ◽  
Strong Positive Relationship ◽  
And Performance ◽  
The Relationship

Organizational behaviour involves the design of work as well as the psychological, emotional and interpersonal behavioural dynamics that influence organizational performance. Management as a discipline concerned with the study of overseeing activities and supervising people to perform specific tasks is crucial in organizational behaviour and corporate effectiveness. Management emphasizes the design, implementation and arrangement of various administrative and organizational systems for corporate effectiveness. While the individuals, and groups bring their skills, knowledge, values, motives, and attitudes into the organization, and thereby influencing it, the organization, on the other hand, modifies or restructures the individuals and groups through its structure, culture, policies, politics, power, and procedures, and the roles expected to be played by the people in the organization. This study conducted through the exploratory research design involved 125 participants, and result showed strong positive relationship between the variables of interest. The study was never exhaustive due to limitations in terms of time and current relevant literature, therefore, further study could examine the relationship between personality characteristics and performance in the public sector, where productivity is not outstanding, when compared with the private sector. Based on the result of this investigation it was recommended that organizations should provide emotional intelligence programmes for their membership as an important pattern of increasing co-operative behaviours and corporate effectiveness.

scholarly journals The Quest for Results: Opportunities for Using Performance Measurement in Chinese Public Administration

2016 ◽  
Vol 6 (3/4) ◽  
pp. 25
Author(s):  
Stuart Kasdin
Keyword(s):  
Performance Management ◽  
Public Administration ◽  
Public Management ◽  
Government Agency ◽  
Successful Implementation ◽  
Performance Management System ◽  
Performance Information ◽  
The Government ◽  
Agency Management ◽  
Chinese Public

This paper examines the current situation of public management in China and the potential that management reforms might bring improvement. The primary goal of the paper is to examine the opportunities that incentivized performance measures have to enhance that agency management. The paper analyzes the conditions for how performance information can be fashioned into a metric, which is contractible. It then looks at the types of incentives that can be tied to the metric. It also considers the flexibility of the government agency, the central budget office, and the oversight entities, and the roles that each plays in ensuring successful implementation of a performance management system.

Employee Turnover and Organizational Performance in U.S. Federal Agencies

2017 ◽  
Vol 48 (6) ◽  
pp. 522-534 ◽  
Author(s):  
Shinwoo Lee
Keyword(s):  
Organizational Performance ◽  
Employee Turnover ◽  
Public Management ◽  
Empirical Support ◽  
Poor Performance ◽  
Situational Factor ◽  
The Public ◽  
Traditional Research ◽  
Negative Role ◽  
The Relationship

Contrary to received wisdom, could turnover actually be good for an organization? Traditional research on turnover in the public management field treats turnover as a dependent variable, emphasizing its negative role on organizational performance without sufficient theoretical or empirical support. With an emphasis on the type of employee turnover as a situational factor, this research establishes the hypothesized relationships between different employee turnovers—employee transfers, quits, and involuntary turnover—and organizational performance, and tests them using panel data from 2010 to 2014 in agencies of the U.S. federal government. Empirical results challenge the accepted belief about the harmful effects of turnover on organizational performance: Turnover can be beneficial for an organization. The results confirm the relationship differs across the type of turnover involved: Employee transfers have an inverted U-shaped relationship with organizational performance, and involuntary turnovers have a linear and positive relationship with organizational performance. Given the use of a perceptual measure of organizational performance by remaining employees, these results imply that a low-to-moderate level of employee transfers is likely to increase organizational performance and that involuntary turnovers—an elimination of employees who presented poor performance or were involved in misconducts—contribute to improving organizational performance.

scholarly journals Exploring the Relationship Between Human Resource Management and Organizational Performance in the Healthcare Sector

2015 ◽  
Author(s):  
Ian Kessler
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Organizational Outcomes ◽  
Developed Countries ◽  
Healthcare Sector ◽  
Research Stream ◽  
The Impact ◽  
The Relationship

This article examines the impact of human resource management (HRM) on organizational performance in the healthcare sector. It reviews the literature on the relationship between HRM practice and organizational outcomes in healthcare, as well as the current state of knowledge and debate on this relationship. It then considers how the HRM agenda in healthcare and its connection to organizational outcomes might be influenced by broad contextual factors, with particular reference to institutional developments mainly in the British National Health Service. It discusses public policy developments and the growing pressure faced by developed countries to address the performance of their healthcare systems, including workforce management issues, and considers research framed in large part by mainstream debates in the field of HRM with regard to the HRM-performance connection. Finally, it analyzes a more refined research stream that explores the association between patterns of staffing and various outcomes.

Performance Management in Public Administration

2017 ◽  
Author(s):  
Johabed G. Olvera ◽  
Claudia N. Avellaneda
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Performance Management ◽  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Performance Metrics ◽  
Unintended Consequences ◽  
Steady Increase ◽  
Adoption And Implementation

As one of the reforms supported by the New Public Management movement, Performance Management Systems (PMSs) have been implemented worldwide, across various policy areas and different levels of government. PMSs require public organizations to establish clear goals, measure indicators of these purposes, report this information, and, ultimately, link this information with strategic decisions aimed at improving agencies’ performances. Therefore, the components of any PMS include: (1) strategic planning; (2) data collection and analysis (performance measurement); and (3) data utilization for decision-making (performance management). However, the degree of adoption and implementation of PMS components varies across both countries and levels of government. Therefore, in understanding the role of PMSs in public administration, it is important to recognize that the drivers explaining the adoption of PMS components may differ from those explaining their implementation. Although the goal of any PMS is to boost government performance, the existent empirical evidence assessing PMS impact on organizational performance reports mixed results, and suggests that the implementation of PMSs may generate some unintended consequences. Moreover, while worldwide there is a steady increase in the adoption of performance metrics, the same cannot be said about the use of these metrics in decision-making or performance management. Research on the drivers of adoption and implementation of PMSs in developing countries is still lacking.

Pushing Too Hard? Unattainable Organizational Goals and Frontline Employee Turnover

2018 ◽  
Vol 40 (2) ◽  
pp. 272-296 ◽  
Author(s):  
Justin M. Stritch ◽  
Angel Luis Molina ◽  
Nathan Favero
Keyword(s):  
Organizational Performance ◽  
Employee Turnover ◽  
Public Management ◽  
Organizational Goals ◽  
Frontline Employee ◽  
Performance Context ◽  
The Relationship ◽  
Level Performance ◽  
Moderating Role

The creation of organization-level performance goals has evolved into a ubiquitous facet of the study and practice of public management. In this article, we theoretically and empirically examine the relationship between unattainable organizational goals and collective frontline employee turnover, and consider the moderating role of a public organization’s performance context on the relationship. While the findings indicate a positive relationship between unattainable goals and collective frontline employee turnover, the effect is conditional on organizational performance. The research offers nuanced insights into the establishment of goals in public organizations and has important implications for managing personnel on the frontlines of public service delivery.

scholarly journals A better school organizational performance? Yes, but how?

2017 ◽  
Vol 7 (1) ◽  
pp. 35-43
Author(s):  
Raffaela Palma ◽  
Claudia Russo ◽  
Filomena Egizio
Keyword(s):  
Public Schools ◽  
Organizational Performance ◽  
School Performance ◽  
Principal Components ◽  
School System ◽  
Multiple Regression Model ◽  
Careful Consideration ◽  
National Average ◽  
Output Variable ◽  
The Relationship

This study ascertains, describes and examines the relationship between better school performance in a set of high secondary public schools in Campania (Italy) and significant variables of the school organization.Within a systemic perspective, the study applies the analysis of principal components and the multiple regression model to first identify an objective output variable, i.e. Rate of Invalsi tests with higher marks than national average, which might measure a better school performance and then select the more significant variables which bear upon it. The findings show that these variables, when synergically working, will make the system itself function more effectively. This is, in our case, the interrelated action of stakeholders and facilities of the school system, that influences the variability of the output variable to the extent of 70%.Knowledge and careful consideration of these factors can help increase a school's effectiveness, which allows the students to achieve better results confirmed, certified we would say, by their Invalsi tests, only if such factors are successfully managed. It is, however, necessary to more deeply study and evaluate these results to find out how and to what extent stakeholders' motivation comes into play. Keywords: performance; public schools; resources; system 

Sign in / Sign up

Export Citation Format

Share Document