Acceptance or Disapproval
Performance Information in the Eyes of Public Frontline Employees
Bibliographic Data
| ID | 6294398 |
|---|---|
| Authors | Niels Bjørn Grund Petersen (0000-0002-9338-1863, Aarhus University, corresponding author), Trine V Laumann (Office of Finance, Ministry of Culture), Morten Jakobsen (0000-0002-0279-8867, Aarhus University) |
| Year | 2019 |
| Volume | 29 |
| Issue | 1 |
| Pages | 101-117 |
| Publication date | 2019-01-02 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Public Administration Research and Theory (JOURNAL) |
| Journal identifiers | ISSN: 1053-1858 • E-ISSN: 1477-9803 |
| Publisher | Oxford University Press (OUP) (PUBLISHER) |
| DOI | 10.1093/jopart/muy035 |
| OpenAlex | W2836512179 |
| Language | EN |
| Citations received | 27 |
| References cited | 38 |
Public frontline employees are increasingly exposed to performance information, and their acceptance of this information as a valid, legitimate, and useful foundation for decision-making is central to the success of performance management systems. However, despite this we know very little about what affects frontline employees’ acceptance or disapproval of performance information as well as their willingness to take causal responsibility for the information. We contribute to filling this gap by developing hypotheses claiming that frontline employees are more likely to accept and take causal responsibility for performance information when their organization is doing well on the performance indicators. Using a survey experiment including 1988 public high school teachers from 121 organizations, we offer evidence to support our hypotheses. The implication of our argument and results is an ironic problem: Performance information has the least credibility as a management tool, among frontline employees, in poorly performing organizations
Business · Internet privacy · Political science · Public information · Public relations · Computer Science · Job Satisfaction and Organizational Behavior · Nonprofit Sector and Volunteering · Psychology · Public Policy and Administration Research
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Behavioral Public Performance
A learning approach to the governance of professionals. Field experimental evidence
Hiding behind the curtain
An empirical conceptualization of front line enablement by performance management
How client characteristics cause extra-role behaviours in public service
Public officials’ motivated reasoning and their interpretation of policy information
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Public officials’ interpretation of conflicting performance information
Mobilizing Knowledge in Frontline Work
Understanding professional zone of acceptance for teacher-leader interactions
What characteristics of performance information matter to citizens? Evidence from a survey experiment in South Korea
A behavioural model of managerial performance information use
Information use in public administration and policy decision‐making
How Do Public Managers Learn from Performance Information? Experimental Evidence on Problem Focus, Innovative Search, and Change
Interpreting performance information
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Public service users’ responses to performance information
Does public sector performance information impact stakeholders? Evidence from a meta‐analysis
Buying from Local Providers
How Does Public Disclosure of Performance Information Affect Politicians’ Attitudes towards Effort Allocation? Evidence from a Survey Experiment
To Act or Not to Act? How Client Progression Affects Purposeful Performance Information Use at the Frontlines
Learning from Performance Information
Whoever Has Will be Given More
The (un)intended effects of street-level bureaucrats’ enforcement style
Performance Management in the Public Sector
A Theory of Cognitive Dissonance
Fixed Effects Regression Models
Drivers of Performance Information Use
Do Messages about Health Risks Threaten the Self? Increasing the Acceptance of Threatening Health Messages Via Self-Affirmation
The Blame Game
The Psychology of Self‐defense
Self‐determination theory and work motivation
Assessing the Validity, Legitimacy, and Functionality of Performance Measurement Systems in Municipal Governments
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Toward the Self‐Evaluating Organization? An Empirical Test of the Wildavsky Model
What’s Measured Is What Matters
Is There an "I" in "Team"? The Role of the Self in Group-Serving Judgments
Why Measure Performance? Different Purposes Require Different Measures
Public Management by Numbers as a Performance‐Enhancing Drug
Interpreting Performance Information
The Self-Evaluating Organization
The Politics of Blame Avoidance
Accounting for the Value of Performance Measurement from the Perspective of Midwestern Mayors
The Big Question for Performance Management
Politicians, Managers, and Street-Level Bureaucrats
How Do Politicians Attribute Bureaucratic Responsibility for Performance? Negativity Bias and Interest Group Advocacy
What Do We Talk About When We Talk About Performance? Dialogue Theory and Performance Budgeting
A Matter of Trust
Motivated Reasoning about Public Performance
Performance Improvement and Performance Dysfunction
Evaluating the Expectations Disconfirmation and Expectations Anchoring Approaches to Citizen Satisfaction with Local Public Services
Self-affirmation and self-control
The case for motivated reasoning
| Unique citing works | 27 |
|---|---|
| Citations per year | 4,5 |
| Citation span | 2020 - 2025 (6) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 25 |