Institut for Statskundskab

Performance Management, Managerial Authority, and Public Service Performance

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Performance Management, Managerial Authority, and Public Service Performance. / Nielsen, Poul Aaes.

I: Journal of Public Administration Research and Theory, Bind 24, Nr. 2, 2014, s. 431-458.

Publikation: Bidrag til tidsskrift/Konferencebidrag i tidsskrift /Bidrag til avisTidsskriftartikelForskningpeer review

Harvard

Nielsen, PA 2014, 'Performance Management, Managerial Authority, and Public Service Performance', Journal of Public Administration Research and Theory, bind 24, nr. 2, s. 431-458. https://doi.org/10.1093/jopart/mut025

APA

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MLA

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Author

Nielsen, Poul Aaes. / Performance Management, Managerial Authority, and Public Service Performance. I: Journal of Public Administration Research and Theory. 2014 ; Bind 24, Nr. 2. s. 431-458.

Bibtex

@article{61726f6bbaaa4d2bbc7bec78554cdb14,
title = "Performance Management, Managerial Authority, and Public Service Performance",
abstract = "A central notion of performance management reform is that outcome-based accountability should be accompanied by increased managerial authority, thereby granting managers the flexibility to engineer performance-oriented change. Studies have revealed, however, that managerial authority does not follow automatically when performance management is adopted. This article examines whether increased managerial authority does indeed promote the effectiveness of performance management. The article relies on a 4-year panel on management and the performance of more than 45,000 students in 314 Danish schools and includes detailed socioeconomic controls, which allows for a differences-in-differences design. Unlike previous studies, these data provide simultaneous variation in both performance management reform and managerial authority. Testing four dimensions of managerial authority, the article finds that managerial authority over human resources positively moderates the effect of performance management, whereas decentralizing goal setting works in the opposite direction. These findings may help account for the differing effects of performance management found in previous studies and suggest that decision makers should be cautious about only partially adopting accountability-based reform.",
author = "Nielsen, {Poul Aaes}",
year = "2014",
doi = "10.1093/jopart/mut025",
language = "English",
volume = "24",
pages = "431--458",
journal = "Journal of Public Administration Research and Theory",
issn = "1053-1858",
publisher = "Oxford University Press",
number = "2",

}

RIS

TY - JOUR

T1 - Performance Management, Managerial Authority, and Public Service Performance

AU - Nielsen, Poul Aaes

PY - 2014

Y1 - 2014

N2 - A central notion of performance management reform is that outcome-based accountability should be accompanied by increased managerial authority, thereby granting managers the flexibility to engineer performance-oriented change. Studies have revealed, however, that managerial authority does not follow automatically when performance management is adopted. This article examines whether increased managerial authority does indeed promote the effectiveness of performance management. The article relies on a 4-year panel on management and the performance of more than 45,000 students in 314 Danish schools and includes detailed socioeconomic controls, which allows for a differences-in-differences design. Unlike previous studies, these data provide simultaneous variation in both performance management reform and managerial authority. Testing four dimensions of managerial authority, the article finds that managerial authority over human resources positively moderates the effect of performance management, whereas decentralizing goal setting works in the opposite direction. These findings may help account for the differing effects of performance management found in previous studies and suggest that decision makers should be cautious about only partially adopting accountability-based reform.

AB - A central notion of performance management reform is that outcome-based accountability should be accompanied by increased managerial authority, thereby granting managers the flexibility to engineer performance-oriented change. Studies have revealed, however, that managerial authority does not follow automatically when performance management is adopted. This article examines whether increased managerial authority does indeed promote the effectiveness of performance management. The article relies on a 4-year panel on management and the performance of more than 45,000 students in 314 Danish schools and includes detailed socioeconomic controls, which allows for a differences-in-differences design. Unlike previous studies, these data provide simultaneous variation in both performance management reform and managerial authority. Testing four dimensions of managerial authority, the article finds that managerial authority over human resources positively moderates the effect of performance management, whereas decentralizing goal setting works in the opposite direction. These findings may help account for the differing effects of performance management found in previous studies and suggest that decision makers should be cautious about only partially adopting accountability-based reform.

U2 - 10.1093/jopart/mut025

DO - 10.1093/jopart/mut025

M3 - Journal article

VL - 24

SP - 431

EP - 458

JO - Journal of Public Administration Research and Theory

JF - Journal of Public Administration Research and Theory

SN - 1053-1858

IS - 2

ER -