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
{"title":"员工绩效管理:竞争目标、繁文缛节和 PSM 的影响","authors":"Kendra Hill, Geoff Plimmer","doi":"10.1177/00910260241231371","DOIUrl":null,"url":null,"abstract":"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.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":null,"pages":null},"PeriodicalIF":3.1000,"publicationDate":"2024-02-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Employee Performance Management: The Impact of Competing Goals, Red Tape, and PSM\",\"authors\":\"Kendra Hill, Geoff Plimmer\",\"doi\":\"10.1177/00910260241231371\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"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.\",\"PeriodicalId\":47366,\"journal\":{\"name\":\"Public Personnel Management\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":3.1000,\"publicationDate\":\"2024-02-23\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Public Personnel Management\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1177/00910260241231371\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"INDUSTRIAL RELATIONS & LABOR\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Public Personnel Management","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1177/00910260241231371","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"INDUSTRIAL RELATIONS & LABOR","Score":null,"Total":0}
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。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
查看原文
分享 分享
微信好友 朋友圈 QQ好友 复制链接
本刊更多论文
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.
求助全文
通过发布文献求助,成功后即可免费获取论文全文。 去求助
来源期刊
CiteScore
6.00
自引率
3.30%
发文量
19
期刊最新文献
Information and Communication Technology Adoption, Administrative Discretion, and Innovative Mindsets in Public Organizations Flexible Work in the Public Sector: A Dual Perspective on Cognitive Benefits and Costs in Remote Work Environments A Taste of Telework: Effects of Remote Work Arrangements During and After the Global Pandemic Does Citizen Feedback Influence Public Service Motivation? Evidence From a Survey Experiment in the Context of Urban Service Provisions Navigating Job Satisfaction: Unveiling the Nexus of Diversity, Equity, Inclusion, Accessibility (DEIA), Perceived Supervisory Support, and Intrinsic Work Experience
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
现在去查看 取消
×
提示
确定
0
微信
客服QQ
Book学术公众号 扫码关注我们
反馈
×
意见反馈
请填写您的意见或建议
请填写您的手机或邮箱
已复制链接
已复制链接
快去分享给好友吧!
我知道了
×
扫码分享
扫码分享
Book学术官方微信
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术
文献互助 智能选刊 最新文献 互助须知 联系我们:info@booksci.cn
Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。
Copyright © 2023 Book学术 All rights reserved.
ghs 京公网安备 11010802042870号 京ICP备2023020795号-1