Institut for Statskundskab

How can public managers use performance management for improvement without demotivating employees?

Publikation: Bidrag til bog/antologi/rapport/proceedingBidrag til bog/antologiForskningpeer review

Standard

How can public managers use performance management for improvement without demotivating employees? / Nielsen, Poul A.; Grøn, Caroline H.

Managing for Public Service Performance: How People and Values Make a Difference. Oxford : Oxford University Press, 2021. s. 142-160.

Publikation: Bidrag til bog/antologi/rapport/proceedingBidrag til bog/antologiForskningpeer review

Harvard

Nielsen, PA & Grøn, CH 2021, How can public managers use performance management for improvement without demotivating employees? i Managing for Public Service Performance: How People and Values Make a Difference. Oxford University Press, Oxford, s. 142-160. https://doi.org/10.1093/oso/9780192893420.003.0008

APA

Nielsen, P. A., & Grøn, C. H. (2021). How can public managers use performance management for improvement without demotivating employees? I Managing for Public Service Performance: How People and Values Make a Difference (s. 142-160). Oxford University Press. https://doi.org/10.1093/oso/9780192893420.003.0008

CBE

Nielsen PA, Grøn CH. 2021. How can public managers use performance management for improvement without demotivating employees?. I Managing for Public Service Performance: How People and Values Make a Difference. Oxford: Oxford University Press. s. 142-160. https://doi.org/10.1093/oso/9780192893420.003.0008

MLA

Nielsen, Poul A. og Caroline H. Grøn "How can public managers use performance management for improvement without demotivating employees?". Managing for Public Service Performance: How People and Values Make a Difference. Oxford: Oxford University Press. 2021, 142-160. https://doi.org/10.1093/oso/9780192893420.003.0008

Vancouver

Nielsen PA, Grøn CH. How can public managers use performance management for improvement without demotivating employees? I Managing for Public Service Performance: How People and Values Make a Difference. Oxford: Oxford University Press. 2021. s. 142-160 https://doi.org/10.1093/oso/9780192893420.003.0008

Author

Nielsen, Poul A. ; Grøn, Caroline H. / How can public managers use performance management for improvement without demotivating employees?. Managing for Public Service Performance: How People and Values Make a Difference. Oxford : Oxford University Press, 2021. s. 142-160

Bibtex

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title = "How can public managers use performance management for improvement without demotivating employees?",
abstract = "Performance management systems in public organizations have grown in importance since the advent of new public management, but they often have a hard time delivering on their promises. This chapter discusses how managers can use performance management tools without demotivating their employees. The chapter points to six guidelines which should be kept in mind when using such tools. Managers should be given procedural autonomy; performance information should be used to increase learning; links between performance and rewards should be considered carefully; performance information and management practices should be used to support professional development and to avoid negative motivational effects and gaming; performance information should be used as a basis for dialogue; and, finally, performance management should increase employee autonomy and avoid documentation overload.",
keywords = "employee motivation, Gaming, Leadership, Management by objectives, Performance management, Public management, Public sector, Public service improvement",
author = "Nielsen, {Poul A.} and Gr{\o}n, {Caroline H.}",
note = "Publisher Copyright: {\textcopyright} the several contributors 2021.",
year = "2021",
month = jan,
doi = "10.1093/oso/9780192893420.003.0008",
language = "English",
pages = "142--160",
booktitle = "Managing for Public Service Performance",
publisher = "Oxford University Press",

}

RIS

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T1 - How can public managers use performance management for improvement without demotivating employees?

AU - Nielsen, Poul A.

AU - Grøn, Caroline H.

N1 - Publisher Copyright: © the several contributors 2021.

PY - 2021/1

Y1 - 2021/1

N2 - Performance management systems in public organizations have grown in importance since the advent of new public management, but they often have a hard time delivering on their promises. This chapter discusses how managers can use performance management tools without demotivating their employees. The chapter points to six guidelines which should be kept in mind when using such tools. Managers should be given procedural autonomy; performance information should be used to increase learning; links between performance and rewards should be considered carefully; performance information and management practices should be used to support professional development and to avoid negative motivational effects and gaming; performance information should be used as a basis for dialogue; and, finally, performance management should increase employee autonomy and avoid documentation overload.

AB - Performance management systems in public organizations have grown in importance since the advent of new public management, but they often have a hard time delivering on their promises. This chapter discusses how managers can use performance management tools without demotivating their employees. The chapter points to six guidelines which should be kept in mind when using such tools. Managers should be given procedural autonomy; performance information should be used to increase learning; links between performance and rewards should be considered carefully; performance information and management practices should be used to support professional development and to avoid negative motivational effects and gaming; performance information should be used as a basis for dialogue; and, finally, performance management should increase employee autonomy and avoid documentation overload.

KW - employee motivation

KW - Gaming

KW - Leadership

KW - Management by objectives

KW - Performance management

KW - Public management

KW - Public sector

KW - Public service improvement

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BT - Managing for Public Service Performance

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