Marching to Different Drums? The Performance Effects of Alignment between Political and Managerial Perceptions of Performance Management
The relationship between politicians and bureaucrats is central to the administration of modern democratic societies, yet often neglected in studies of the performance of public organizations. In this study we examine the performance effects of alignment between politicians and senior managers perceptions of one of the more pervasive managerial reforms over recent decades-performance management. Evidence from a panel of English local governments supports the hypothesis that alignment of views between politicians and senior managers on performance management is a force for higher levels of organizational performance. Furthermore, this relationship is strengthened in organizations that display higher levels of role flexibility by managers and greater trust between politicians and managers.
George A. Boyne Chan Su Jung Richard M. Walker
Cardiff University City University of Hong Kong, City University of Hong Kong
国际会议
上海
英文
1-33
2012-05-25（万方平台首次上网日期，不代表论文的发表时间）