Performance management techniques are presented as control mechanisms to save money and hold bureaucrats accountable, consistent with negative agency theory assumptions of bureaucrats. In contrast, the authors argues that public servants who see the social impact of their work are more likely to use performance metrics.
Prosocial Values and Performance Management Theory: The Link between Perceived Social Impact and Performance Information Use
- Volume or issue no.: La Follette School Working Paper No. 2011-010 is forthcoming in Governance
- Author(s): Donald P. Moynihan, Sanjay K. Pandey, and Bradley E. Wright
- Link to publication: Download PDF