员工绩效管理:竞争目标、繁文缛节和 PSM 的影响

IF 3.1 3区 管理学 Q1 INDUSTRIAL RELATIONS & LABOR Public Personnel Management Pub Date : 2024-02-23 DOI:10.1177/00910260241231371
Kendra Hill, Geoff Plimmer
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引用次数: 0

摘要

员工绩效管理(PM)可以使员工、组织和更广泛的利益相关者受益,但它往往做得不好,而且公共行政机构也对做好它造成了环境限制。绩效管理在问责目标和发展目标之间存在固有的矛盾,十分复杂,需要在正式的行政层面和非正式的社会心理层面进行协调。在公共行政中,三个背景因素--相互竞争的目标、繁文缛节和公共服务动机--增加了复杂性和难度。本研究探讨了部门经理--在绩效管理研究中被忽视的群体--如何在实践中 "进行 "绩效管理。数据是通过采访受 "新公共管理 "影响的新西兰公共部门的管理人员收集的。相互竞争的目标和繁文缛节使绩效管理变得困难重重,几乎没有问责制可言,并阻碍了员工的发展,而员工的发展往往必须与正式的实践并行不悖。它们还限制了管理技能的发展。一种做法的失败,如设定员工目标,会影响到随后的正式和非正式做法。公共服务激励提供了变通办法。现代绩效管理要想行之有效,就不能将其视为一种遵纪守法的活动,而应将其视为一种社会心理过程,并通过正式、规定的组织系统加以强化。本文指出了改进绩效管理的障碍和机遇。
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Employee Performance Management: The Impact of Competing Goals, Red Tape, and PSM
Employee performance management (PM) can benefit employees, organizations, and wider stakeholders, but it is often done poorly, and public administrations pose contextual constraints to doing it well. It has inherent tensions between the goal of accountability and development, is complex, and requires alignment across both a formal administrative level and an informal psychosocial level. In public administration, three contextual factors add complexity and difficulty—competing goals, red tape and public service motivation. This study examines how line managers—a neglected group in PM studies—“do” performance management in practice. Data were collected via interviews with public sector managers in the “new public management” influenced New Zealand public sector. Competing goals and red tape make PM difficult, offer little accountability, and inhibit employee development, which often must run parallel to formal practices. They also limit managerial skill development. Failings in one practice, such as setting employee goals, impact subsequent formal and informal practices. Public service motivation provides workarounds. To work well, modern performance management could be reconstrued less as a compliance activity and more as a psychosocial process reinforced by a formal, prescribed organization system. Practical insights into barriers and opportunities, to improve performance management, are identified.
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来源期刊
CiteScore
6.00
自引率
3.30%
发文量
19
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