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LEARNING FROM PERFORMANCE FEEDBACK: PERFORMANCE INFORMATION, ASPIRATION LEVELS, AND MANAGERIAL PRIORITIES.

Authors :
NIELSEN, POUL AAES
Source :
Public Administration; Mar2014, Vol. 92 Issue 1, p142-160, 19p, 2 Charts
Publication Year :
2014

Abstract

While performance management is increasingly widespread, we still know little about how performance information generates learning and affects organizational responses. Recent work on performance information and learning in private business organizations, however, suggests that perceived negative performance triggers important strategic responses related to problem identification, search, and change. In turn, how performance is perceived depends on whether performance falls short of aspiration levels that are based on an organization's historical performance and the performance of peer organizations. This article adapts this model to a public sector context and tests one implication of the model, namely that public managers will increase their prioritization of goals that are currently performing below aspirations. This question is central to the study of public organizations pursuing multiple and democratically contested goals. Empirical findings based on administrative performance data and a survey of Danish school principals support this prediction. [ABSTRACT FROM AUTHOR]

Details

Language :
English
ISSN :
00333298
Volume :
92
Issue :
1
Database :
Complementary Index
Journal :
Public Administration
Publication Type :
Academic Journal
Accession number :
95053224
Full Text :
https://doi.org/10.1111/padm.12050