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

TY - CHAP

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

UR - http://www.scopus.com/inward/record.url?scp=85111823930&partnerID=8YFLogxK

U2 - 10.1093/oso/9780192893420.003.0008

DO - 10.1093/oso/9780192893420.003.0008

M3 - Book chapter

AN - SCOPUS:85111823930

SP - 142

EP - 160

BT - Managing for Public Service Performance

PB - Oxford University Press

CY - Oxford

ER -