Suchergebnisse

This article investigates the effect of performance management and explores one factor—trust in one's supervisor—as a critical facilitator of it. Although improving performance is a prominent issue in public management and the term, performance management, is in heavy use in the public sector, systematic investigations on the subject are relatively rare. Defining performance management as a human resource management tool, this research empirically tests the associations between performance management and two outcomes: perceived work-unit performance and perceived agency performance. In addition, it examines the role of trust as a facilitator of the successful implementation of performance management. Using the Merit Principles Survey 2005, we test the ideas. Ordered logit regression analyses confirm that performance management promotes perceived performance of both work-unit and agency, and the leverages are further increased under a high level of trust in supervisors.

A number of qualitative studies have found that failure to accomplish missions can be attributed to competing accountability requirements. This article presents empirical evidence concerning the impact of competing accountability requirements on employees' perceived work performance. Specifically, this article has two objectives: (a) to identify different types of accountability requirements with quantitative data and (b) to determine to what extent the competing pressures of accountability affect individual employees' perceived work performance. The authors find that accountability is indeed a complex and multidimensional construct— compliance, professional, and political accountability—that imposes competing pressures on employees' perceptions of their work performance, which can reduce the probability of actual mission accomplishment in an agency.

AbstractPublic organisations have strived to initiate and consolidate innovation by reforming their structures, processes, and outcomes. Despite their numerous attempts, successful innovation has not been achieved in every organisation in the public sector. Analysing survey data acquired from the Korean government, we find that a leader's support for innovative action, and the development of a self‐learning organisation that discarded old‐fashioned customs, was key to change in government organisations. Leadership is required to promote strategic planning and performance tools for innovation, with both forms of management system likely to depend on a leader's decision. The concerns, emphasis, and support of a leader are embodied by the strategic plan and implemented using performance tools to motivate organisational members. Thus, we argue that, without supportive leadership, it is extremely difficult to establish a culture of innovation that can lead to product innovation; management and evaluation efforts may not be essential to an increase in government innovation. Ultimately, we address the innovation dilemmas that many public organisations encounter in the course of organisational development. We suggest that a performance evaluation programme that requires immediate success can eventually limit sustainable innovation in the long term, even if innovation performance improves in the short term.

Recent scholarship has suggested that representative bureaucracy improves organizational integrity. This article tests this argument with respect to gender, using data from Korean government agencies from 2008 to 2014. The findings suggest that an increase in female representation and diversity in public organizations leads to an improvement in the measured level of organizational integrity. We found, however, that incidents of sexual harassment and sexual violence in the workplace were positively, not negatively, correlated with increased female representation. This apparent contradiction is explained by the fact that a greater female representation may empower female officials to report unfair treatment or injustice that has hitherto been unreported and tolerated. Finally, the evidence suggests that the positive impact of representative bureaucracy on organizational integrity becomes substantially greater when the agency has a female leader. This suggests that a leader's gender influences the attitudes and behaviors of gender-congruent street-level bureaucrats.