Effects of Performance Management on Attitudes of Public Officials: Exploring Moderating Effects of Recruitment Path and Position

2017 ◽  
Vol 12 (1) ◽  
pp. 1-27
Author(s):  
Hyun-Jin Song ◽  
Keyword(s):  
Performance Management ◽  
Moderating Effects ◽  
Public Officials

Moderators of the Motivational Effects of Performance Management: A Comprehensive Exploration Based on Expectancy Theory

2018 ◽  
Vol 48 (1) ◽  
pp. 27-55 ◽  
Author(s):  
Hyung-Woo Lee
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Job Autonomy ◽  
Moderating Effects ◽  
Motivational Effect ◽  
Moderating Factors ◽  
Organizational Resource ◽  
High Level

This study explores the moderating factors determining the motivational effect of performance-based human resource management. The analysis of the data from the 2010 Merit Principle Survey (MPS) reveals that the motivational effect of performance-based human resource management was weaker for those who have (a) a strong public service motivation, (b) a low self-efficacy, (c) enjoyed a high level of job autonomy, and (d) had enough resources necessary to get the job done. The directions of the first two moderating effects were consistent with common beliefs. However, those of job autonomy effect and of organizational resource effect were incompatible with the popular beliefs that autonomy and resources are necessary conditions for successful performance management. These unexpected results shed some lights on the political dynamics around performance management, indicating that those who have enjoyed a considerable discretion are more likely to perceive the practice of performance management as a threat to their autonomy and that those who have had sufficient organizational resources may fear for future change in resource allocation as a result of regular performance re-appraisal.

Education Policymaking at National Level

2018 ◽  
Author(s):  
Robert Cameron ◽  
Vinothan Naidoo
Keyword(s):  
Performance Management ◽  
Basic Education ◽  
National Level ◽  
African National Congress ◽  
The Political ◽  
Robust Performance ◽  
Public Officials ◽  
Labour Unions ◽  
National Congress ◽  
Strong Performance

When one looks at the arrangements that have been put in place for managing performance in South Africa’s public sector since 1994—and specifically in the education sector—they are enormously impressive. But in general these efforts have not translated into strong performance. We find that policies for managing performance in basic education could best be explained as the outcome of a strategic interaction among three sets of actors: technocratically oriented public officials in the bureaucracy, teacher labour unions (especially SADTU, as the dominant union), and the African National Congress, in its dual role overseeing the education bureaucracy and as head of a ruling political alliance. In practice, the political strength of organized labour has resulted in outwardly impressive initiatives to promote performance management being diluted and falling well short of the aspiration of robust performance management.

scholarly journals Assessment of the moderating effects of Nigerian market environment on the relationship between management success determinants and SMEs’ performance

2020 ◽  
Vol 18 (4) ◽  
pp. 388-401
Author(s):  
Olalekan Asikhia ◽  
Vannie Naidoo
Keyword(s):  
Performance Management ◽  
Chief Executive Officers ◽  
Small And Medium Enterprises ◽  
Chief Executive ◽  
Environmental Turbulence ◽  
Small Scale ◽  
Moderating Effects ◽  
Market Environment ◽  
Executive Officers ◽  
The Relationship

A reported eighty-five percentage failure rate of SMEs in Nigeria before five years of operation was ascribed to a lack of knowledge of the market environment. Hence, this study investigated the moderating effects of the Nigerian market environment on the relationship between management success determinants and SMEs’ performance to see how the environment has affected SMEs’ performance. The study employed a survey research design, the population of the study comprised chief executive officers (CEOs) of registered SMEs, and a sample size of 1,102 was used. Probability sampling methods of stratified, proportionate, and random sampling were adopted. Responses were collected through a predetermined set of questions and a self-administered questionnaire. Data were analyzed using descriptive and inferential statistics. The study found that the Nigerian market environment had moderating effects on the relationship between management success determinants and SMEs’ performance (R = 0.817, R2 adjusted = 0.664, R2 change = 0.041, and Fchange = 19.694 at ρ = 0.000), most of the Nigerian market environment’s components have significant moderating effects on all the management success determinants relationship with SMEs’ performance; management skills (β = 0.220, 0.182; ρ < 0.05), innovation (β = 0.147, 0.135; ρ < 0.05), operating system (β = 0.083, 0.061; ρ < 0.05), organizational structure (β = 0.290, 0.303; ρ < 0.05), business reporting system (β = 0.142, 0.137; ρ < 0.05), system flexibility (β = 0.110, 0.107; ρ < 0.05), environmental scanning (β = 0.091, 0.062; ρ < 0.05). Only decision-making is not statistically significant (β = 0.037, 0.004; ρ > 0.05). These imply that Nigerian SMEs’ decisions under intense environmental turbulence are mostly ineffective, and the effects of management success determinants in facilitating performance were also drastically reduced as well as firms’ system flexibility. The study has a practical value of identifying the effect of the Nigerian market environment on the relationship between management success determinants and SMEs’ performance, thus revealing the gaps in the Nigerian SMEs’ management factors. Acknowledgment(s)To Small and Medium Enterprises Development Agency of Nigeria and Small Scale Enterprises Association of Nigeria for their support in ensuring participation of their members.

The Relation Between Teachers' Diagnostic Sensitivity, their Instructional Activities, and their Students' Achievement Gains in Reading*

2013 ◽  
Vol 27 (4) ◽  
pp. 283-293 ◽  
Author(s):  
Lars Behrmann ◽  
Elmar Souvignier
Keyword(s):  
Reading Comprehension ◽  
Classroom Management ◽  
Reading Program ◽  
Multilevel Analyses ◽  
Moderating Effects ◽  
Management Skills ◽  
Judgment Accuracy ◽  
Achievement Gains ◽  
Instructional Activities ◽  
Main Effects

Single studies suggest that the effectiveness of certain instructional activities depends on teachers' judgment accuracy. However, sufficient empirical data is still lacking. In this longitudinal study (N = 75 teachers and 1,865 students), we assessed if the effectiveness of teacher feedback was moderated by judgment accuracy in a standardized reading program. For the purpose of a discriminant validation, moderating effects of teachers' judgment accuracy on their classroom management skills were examined. As expected, multilevel analyses revealed larger reading comprehension gains when teachers provided students with a high number of feedbacks and simultaneously demonstrated high judgment accuracy. Neither interactions nor main effects were found for classroom management skills on reading comprehension. Moreover, no significant interactions with judgment accuracy but main effects were found for both feedback and classroom management skills concerning reading strategy knowledge gains. The implications of the results are discussed.

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