Tackling the Performance Regime Paradox

A Problem‐Solving Approach Engages Professional Goal‐Based Learning

Dados Bibliográficos

ID6364997
AutoresDonald P Moynihan (0000-0003-4097-6908, Georgetown University, autor correspondente), Martin Baekgaard (0000-0001-6683-396X, Aarhus University, autor correspondente), Mads Leth Jakobsen (0000-0001-8923-3502, VIVE - The Danish Center for Social Science Research, autor correspondente)
Ano2019
Volume80
Fascículo6
Páginas1001-1010
Data de publicação2019-12-30
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoPublic Administration Review (JOURNAL)
Identificadores do periódicoISSN: 0033-3352 • E-ISSN: 1540-6210
EditoraWiley (PUBLISHER • GB)
DOI10.1111/puar.13142
OpenAlexW2998099885
IdiomaEN
Citações recebidas13
Referências citadas53

Public performance regimes are bedeviled by a paradox: they must engage the specialized knowledge of professionals who often perceive those very regimes as a threat to their autonomy. The authors use a mixed‐method analysis of performance management in Danish hospitals, with separate data for managers and frontline professionals, to offer two insights into this challenge. First, the study shows that managerial behavior—in the form of performance information use—matters to the way frontline professionals engage in goal‐based learning. Second, it shows that the way managers use performance data matters. When managers use data in ways that reinforce the perception of performance management as an externally imposed tool of control, professionals withdraw effort. However, when managers use data in ways that solve organizational problems, professionals engage in goal‐based learning. The threat to professional values that performance regimes pose can therefore be mitigated by managers using data in ways that complements those values

Economics · Epistemology · Management science · Mathematical economics · Sociology · Computer Science · Evaluation and Performance Assessment · Human Resource Development and Performance Evaluation · Organizational Learning and Leadership · Philosophy · Psychology