The Psm–leadership Fit: A Model of Performance Information Use

Abstract

This article examines the use of performance information by public managers. It conceptualizes purposeful data use as a type of extra-role behaviour which requires additional effort on the part of the managers and which is not extrinsically rewarded. The article sheds light on one potential antecedent of performance information use -the motivation of the users. It argues that we can observe high levels of data use if managers driven by public service motivation (PSM) work under transformational leaders. Using a needs-supply perspective on supervisors and followers, we suggest that there is a PSM-leadership fit which fosters the performance of this extra-role behaviour. The article is based on data from German local government and its findings contribute to the literatures on PSM as well as on performance management. INTRODUCTIONPerformance measurement has affected the management of public organizations worldwide. Data on the efficiency, quality, and effectiveness of public services must be systematically collected and reported by public administrations ( Research on performance information use is on the rise. There are about two dozen articles which have studied variations of purposeful performance information use (Kroll 2012). These articles mainly used linear, additive models to uncover and compare the direct effects of different variables on the managers' use of performance data. This approach has been useful for structuring the research field and for distinguishing between crucial variables and unimportant factors. However, in order to improve our understanding of real life public management decision-making, we might need to further specify our models by using moderators ('interactions') and mediators ('indirect effects'). As Frazier et al. (2004, p. 116) concluded, 'the identification of important moderators [and mediators] of relations between predictors and outcomes indicates the maturity and sophistication of a field of inquiry'.This article focuses on one antecedent of performance information use that has not received much attention -a manager's motivation and values. We base our argument on the premise that the use of performance data demands extra effort from the managers and is a cognitive process which is not extrinsically rewarded (Moynihan et al. 2012a).

Drivers of Performance Information Use: Systematic Literature Review and Directions for Future Research

“…The first column lists all the identified factors and is divided into the three categories of environmental, organizational (related and not related to performance measurement), and individual variables, which is in line with previous research (Kroll & Vogel, 2014;Melkers & Willoughby, 2005;Moynihan & Pandey, 2010). The second column displays the number of studies that have tested each impact factor.…”

Prosocial Attitudes in the Public and Private Sector: Exploring Behavioral Effects and Variation Across Time

“…For example, some studies documented that prosocially driven employees are more likely to engage in organizational citizenship behavior, such as helping out their colleagues (Kim 2006;Pandey, Wright, and Moynihan 2008). Other studies reported that these employees tend to take on extra responsibilities and engage in performance management practices which can create additional effort but might also be useful to improve outcomes for the clientele they serve (Kroll and Vogel, forthcoming;Moynihan, Pandey, and Wright 2012). The explanation behind these observations is straightforward.…”

The role of public service motivation in performance. Examining the potentials and pitfalls through an institutional approach

“…For instance, Brewer and Selden (1998) found that those who 'blow the whistle' were also highly motivated to serve society, and Choi (2004) found that the 'self-sacrifice' dimension was related to more ethical conduct. Two studies have also found a positive relationship between PSM and the use of performance information, seen as indicative of accountability (Kroll & Vogel 2013;Moynihan & Pandey 2010). Finally, Kim (2006) related PSM to better compliance.…”

“…Some studies have focused on fit with the job, such as whether the job provides opportunities to have a meaningful impact on society (Leisink & Steijn 2009;Taylor 2008) or includes contact with beneficiaries (Bellé 2013;. Much less attention has been paid to the role of the supervisor (with the notable exception of Kroll & Vogel 2013), the team or the vocation.…”