Closing the Rhetoric‐Reality Gap? Employees' Perspective of Performance Management in the Australian Public Service

Taylor, Jeannette

doi:10.1111/1467-8500.12066

Cited by 15 publications

(14 citation statements)

References 51 publications

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“…The items measure perceptions of these groups' characteristics and behaviors in general work activities that can influence the development of trust. For example, organizational leaders who are skilled at managing employee performance issues are generally viewed as competent in their job, particularly when managing underperformance is a major issue in the APS (Taylor ). Confidence in the trustor's set of skills can improve one's views of the trustor's competence or ability (Mayer and Davis ), which is useful for building cognition‐based trust.…”

Section: Discussionmentioning

confidence: 99%

Internal Whistle‐Blowing in the Public Service: A Matter of Trust

Taylor

2018

Public Administration Review

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Although employee reporting of workplace ethical violations is recognized as an important measure for managing the integrity of the public service, not many public employees who have observed ethical violations actually report them. This article examines and compares the links between employee perceptions of trustworthiness of different organizational members and internal whistle-blowing. It differentiates between trustworthy coworkers, supervisors, and senior managers. It uses cross-sectional data from 10,850 employees in the Australian Public Service in 2013 and 2016, which are aggregated to construct longitudinal data for 60 organizations. Among the three groups examined, perceptions of trustworthy senior managers are found to be most strongly related to internal whistle-blowing. Evidence for Practice• Employees are likely to blow the whistle on wrongdoing in their organization if they trust their coworkers, supervisors, and senior managers. • Among organizational members, trust in senior managers has the most impact on employee decisions to internally blow the whistle. • As organizationally sanctioned representatives and role models, senior managers should understand that their ability, integrity, and behaviors can significantly affect employee trust in them and, in turn, internal whistleblowing.

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Section: Discussionmentioning

confidence: 99%

Internal Whistle‐Blowing in the Public Service: A Matter of Trust

Taylor

2018

Public Administration Review

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“…It has, however, never been implemented (OECD, 2012;Kimber & Ehrich, 2011). Researchers have identified a range of implementation, public sector specific and equity issues in the failure of performance pay in the public sector (Balach & Springer, 2015;Bryson, Stokes, & Wilkinson, 2018;Hawke, 2012;Kimber & Ehrich, 2011;Kimber & Maddox, 2003;Marsden, 2010;Taylor, 2015;Tirivayi, Maasen van den Bring, & Groot, 2014). To these aforementioned issues, that Australian "teachers are relatively well-paid" "in comparison with" the OECD average, might be added (OECD, 2012, p. 2;Also see OECD, 2018).…”

Section: Performance Paymentioning

confidence: 99%

A Social Justice Challenge for School Leadership in Australia

Kimber

2020

Handbook on Promoting Social Justice in Education

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School leadership in many countries is affected by multiple challenges. Some are specific to the local community, some emerge from the education system, and some come from government policies. While most reforms center on better educational results for all students, whichever their specific area of focus, some reforms by their very nature, even if inadvertently, disrupt understandings of social justice. When educational reforms influence teachers' professional and personal lives, as well as those of students, the scale of impact magnifies. School leaders' decisions play an integral role in ameliorating that impact, not simply in implementing reform. A theoretical framework based on

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“…Dessa forma, ao gerenciar o desempenho de seus Recursos Humanos (JAIN, 2005), as entidades públicas possuem informações para verificar e evidenciar o cumprimento de suas metas organizacionais e a melhoria do desempenho institucional (WAXIN; BATEMAN, 2009). Por conseguinte, essa gestão torna-se fundamental para o alcance dos "fins" da instituição pública (GABRIS;IHRKE, 2000;JAIN, 2005;EMERY et al, 2008;HYATT;BENSON, 2010;JIMENEZ, 2011;RASHEED et al, 2011;ZAKARIA et al, 2011;LEE, 2012;DECRAMER et al, 2012;MULVANEY;MCKINNEY;GRODSKY, 2012;POISTER, 2013;HONDEGHEM;DORPE, 2013;SALLEH et al, 2013;KRAJA;RADONSHIQI, 2015;TAYLOR, 2015). Não obstante, há pesquisas que reconhecem a associação indireta da gestão de Recursos Humanos e o Desempenho Organizacional (KRAJARADONSHIQI, 2015).…”

Section: Introductionunclassified

AVALIAÇÃO DE DESEMPENHO DE SERVIDORES PÚBLICOS: o que a literatura nos ensina?

Amaral

Ensslin

Valmorbida³

et al. 2018

Cad ADM

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No contexto da Nova Gestão Pública, encontram-se os servidores públicos como agentes centrais na consecução dos objetivos da organização pública e na oferta de bens e serviços à sociedade. Portanto, as entidades públicas se defrontam com o desafio de potencializar e gerenciar seus colaboradores de forma estratégica. A fim de explorar as competências que agregam valor, o gerenciamento do desempenho individual contribuirá para o desempenho organizacional. Considerando que a gestão de Recursos Humanos envolve, entre outras funções, o desenvolvimento de Sistemas para avaliar o desempenho dos servidores, fazer uso dos insights da área de Avaliação de Desempenho Organizacional pode contribuir para o sucesso dessa função. Assim, o presente artigo tem por objetivo investigar as pesquisas científicas, em língua inglesa, sobre Avaliação de Desempenho do Servidor Público, salientando as lacunas e oportunidades de pesquisa com base nos resultados das análises bibliométrica e sistêmica. Para alcançar tal objetivo, adotou-se o ProKnow-C como instrumento de intervenção. Com base nesse instrumento, selecionaram-se 23 artigos entre 2000 e 2017, os quais foram analisados pela afiliação teórica de Ensslin et al. (2010), focando exclusivamente nas Lentes da Abordagem, Singularidade e Identificação dos Objetivos. Constatou-se a necessidade de (i) explorar a área de gestão de pessoas no setor público; (ii) desenvolver modelos nas entidades públicas sob o viés Construtivista; e (iii) ampliar a rede de colaboração e estudos de caso que demonstrem a aplicação de modelos da Avaliação de Desempenho.

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Closing the Rhetoric‐Reality Gap? Employees' Perspective of Performance Management in the Australian Public Service

Cited by 15 publications

References 51 publications

Internal Whistle‐Blowing in the Public Service: A Matter of Trust

Internal Whistle‐Blowing in the Public Service: A Matter of Trust

A Social Justice Challenge for School Leadership in Australia

AVALIAÇÃO DE DESEMPENHO DE SERVIDORES PÚBLICOS: o que a literatura nos ensina?

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