Zone of Acceptance under Performance Measurement
Does Performance Information Affect Employee Acceptance of Management Authority
Bibliographic Data
| ID | 6364408 |
|---|---|
| Authors | Poul Aaes Nielsen (0000-0003-1770-1113, University of Southern Denmark), Christian Bøtcher Jacobsen (0000-0002-9891-9191, Aarhus University) |
| Year | 2018 |
| Volume | 78 |
| Issue | 5 |
| Pages | 684-693 |
| Publication date | 2018-05-08 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/puar.12947 |
| OpenAlex | W2800612086 |
| Language | EN |
| Citations received | 13 |
| References cited | 35 |
Public sector employees have traditionally enjoyed substantial influence and bargaining power in organizational decision making, but few studies have investigated the formation of employee acceptance of management authority. Drawing on the “romance of leadership” perspective, the authors argue that performance information shapes employee attributions of leader quality and perceptions of a need for change in ways that affect their acceptance of management authority, conceptualized using Simon's notion of a “zone of acceptance.” A survey experiment was conducted among 1,740 teachers, randomly assigning true performance information about each respondent's own school. When employees were exposed to signals showing low or high performance, their acceptance of management authority increased, whereas average performance signals reduced employee acceptance of management authority. The findings suggest that performance measurement can alter public sector authority relations and have implications regarding how public managers can use performance information strategically to gain acceptance of management authority and organizational change
Affect (linguistics · Business · Customer Service Quality and Loyalty · Job Satisfaction and Organizational Behavior · Organizational Leadership and Management Strategies · Psychology
Behavioral Public Performance
Leader credibility
Hiding behind the curtain
Examining the effects of a performance management reform on employee attitudes and organizational climate
A glimpse of light in darkness
Understanding professional zone of acceptance for teacher-leader interactions
Using behavioral science to improve compliance in government records management
The Effects of Diverse Feedback Dynamics on Performance Improvement
Information use in public administration and policy decision‐making
Education and Public Service Motivation
Does public sector performance information impact stakeholders? Evidence from a meta‐analysis
A Fistful of Data
Whoever Has Will be Given More
Organizational Learning from Performance Feedback
Working, Shirking, and Sabotage
Experimenter demand effects in economic experiments
“License to Fail”
A Social Identity Model of Leadership Effectiveness in Organizations
The Blame Game
The Intuitive Psychologist And His Shortcomings
Motivated to Adapt? The Role of Public Service Motivation as Employees Face Organizational Change
Behavioral Public Administration
Learning From Performance Feedback
Is the Government to Blame? An Experimental Test of How Partisanship Shapes Perceptions of Performance and Responsibility
Democracy and Government Performance
Managing Successful Organizational Change in the Public Sector
Why and how do Political Actors Pursue Risky Reforms
Performance Gaps and Managerial Decisions
Performance Management, Managerial Authority, and Public Service Performance
How Do Politicians Attribute Bureaucratic Responsibility for Performance? Negativity Bias and Interest Group Advocacy
Performance Information, Blame Avoidance, and Politicians' Attitudes to Spending and Reform
A Matter of Trust
Performance Measures and Democracy
Public Service Motivation and Employment Sector
Romanticizing bureaucratic leadership? The politics of how elected officials attribute responsibility for performance
Hindsight
| Unique citing works | 13 |
|---|---|
| Citations per year | 1,63 |
| Citation span | 2018 - 2026 (9) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 13 |