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Managing for Public Service PerformanceHow People and Values Make a Difference$
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Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele

Print publication date: 2021

Print ISBN-13: 9780192893420

Published to Oxford Scholarship Online: March 2021

DOI: 10.1093/oso/9780192893420.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 24 September 2021

How Can Public Managers Use Performance Management for Improvement Without Demotivating Employees?

How Can Public Managers Use Performance Management for Improvement Without Demotivating Employees?

Chapter:
(p.142) 8 How Can Public Managers Use Performance Management for Improvement Without Demotivating Employees?
Source:
Managing for Public Service Performance
Author(s):

Poul A. Nielsen

Caroline H. Grøn

Publisher:
Oxford University Press
DOI:10.1093/oso/9780192893420.003.0008

Performance management systems in public organizations have grown in importance since the advent of new public management, but they often have a hard time delivering on their promises. This chapter discusses how managers can use performance management tools without demotivating their employees. The chapter points to six guidelines which should be kept in mind when using such tools. Managers should be given procedural autonomy; performance information should be used to increase learning; links between performance and rewards should be considered carefully; performance information and management practices should be used to support professional development and to avoid negative motivational effects and gaming; performance information should be used as a basis for dialogue; and, finally, performance management should increase employee autonomy and avoid documentation overload.

Keywords:   employee motivation, gaming, leadership, management by objectives, performance management, public management, public sector, public service improvement

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