Explaining the Use of Performance Information by Public Managers

Abstract

This article examines the use of performance information by public managers. It reviews literature on the impact of attitudes and social norm and puts forward a psychological-cognitive model based on the theory of planned behavior. The article finds support for this model emphasizing that performance data use is a goal-directed, reasoned action. Another critical result is that managers who consciously intend to use performance data also make sure that the data in their division are of good quality which, in turn, fosters information use. These findings indicate that-in addition to organizational routines-cognitive factors are promising starting points for interventions to foster managers' data use. The article is based on survey data from German cities.

Use of performance information by local politicians: a field study in the Portuguese context

“…Prior research has focusing on questions like 'who' is using performance information, 'when' and 'how' it is being used, and 'which' (institutional, organizational and individual) factors are influencing that use (Pollitt, 2006b;Hammerschmid et al, 2013). Differences on the use of performance information can be associated with the country specific culture and administrative context and its orientation to NPM agenda (Bouckaert and Halligan, 2008), with the attitude and social norms toward the use of performance information (Julnes and Holzer, 2001;Kroll, 2013), as well as with the organizational and individual factors (Cavalluzzo and Ittner, 2004;Askim, 2007;Walker et al, 2011;Hammerschmid et al, 2013).…”

“…Many of prior studies emphasize the use for managerial purposes (see for example Julnes and Holzer, 2001;Modell, 2001;Cavalluzzo and Ittner, 2004;Moynihan and Pandey, 2010;Hammer schmid et al, 2013;Kroll, 2013) neglecting the use by 'end users' and the importance of performance information in the political sphere (Pollitt, 2006a(Pollitt, , 2006b. Focusing the analysis on the performance evaluation process, the literature indicates that politicians rarely use this information to evaluate their professional managers (Ter Bogt, 2001Budding, 2004;Pollitt, 2006b;Jansen, 2008).…”

“…However, our knowledge regarding whether and how politicians use performance information is limited by a lack of theoretical, practical, and empirical evidence (Jackson, 1993;Hein rich, 1999;Ter Bogt, 2001;Pollitt, 2006aPollitt, , 2006bAskim, 2007;Moynihan and Pandey, 2010). Several prior studies cover the managers' experiences working with performance management practices (see for example Modell, 2001;Cavalluzzo and Ittner, 2004;Hammerschmid et al, 2013;Kroll, 2013) but do not evidence the use on the political sphere where the actions and the needs of performance information are likely to differ.…”

Organizational Culture and the Paradox of Performance Management

“…Managers are likely to use performance information to make policy decisions when their organizations have created routines whereby they can do so (Kroll, 2013;Moynihan & lavertu, 2012). leavitt & March (1990 pointed to routines as the critical factor in the shaping of behavior.…”

“…taylor's (2011) study of Australian government managers found high use of performance information by those who believed in the beneficial effects of the information for their agency. Similarly, Kroll (2013) found that "it is the enthusiastic manager who is willing to engage in data usability improvements which eventually leads to a higher data use. "…”