Explaining the Use of Performance Information by Public Managers: Do Task-Related Factors Matter?

Abstract

Organizational factors have frequently shown a significant influence on the use of performance information by public managers, but the study of task-related factors has been neglected. Combining insights from public administration, organizational studies, and a behavioural approach, this article investigates whether some task characteristics influence the use of performance information by public managers. Drawing on an e-mail survey on managers working in Italian medium-size municipalities, an empirical analysis was developed. Findings show that task analysability and task variability directly affect performance information use by public managers. Task interdependence shows an indirect effect on performance information use through its availability.