Marching to different drummers? The performance effects of alignment between political and managerial perceptions of performance management

Richard M. Walker*, Chan Su Jung, George A. Boyne

*Corresponding author for this work

    Research output: Contribution to journalArticle

    8 Citations (Scopus)

    Abstract

    The relationship between politicians and bureaucrats is central to the administration of modern democratic societies, yet it often is neglected in studies of the performance of public organizations. In this article, the authors examine the performance effects of alignment between politicians' and senior managers' perceptions of one of the more pervasive public management reforms over recent decades: performance management. Evidence from a panel of English local governments supports the hypothesis that alignment of views between politicians and senior managers on performance management is associated with better organizational performance. Furthermore, this relationship is strengthened in organizations that display higher levels of role flexibility by managers and greater trust between politicians and managers.

    Original languageEnglish
    Pages (from-to)833-844
    Number of pages12
    JournalPublic Administration Review
    Volume73
    Issue number6
    Early online date25 Oct 2013
    DOIs
    Publication statusPublished - Nov 2013

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    ASJC Scopus subject areas

    • Sociology and Political Science
    • Public Administration
    • Marketing

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