Antecedents and consequences of performance management system effectiveness in the philippine local government
저자
발행사항
Seoul : Sungkyunkwan University, 2018
학위논문사항
Thesis (Ph.D.)-- Sungkyunkwan University : Graduate School of Governance 2018. 8
발행연도
2018
작성언어
영어
주제어
발행국(도시)
서울
기타서명
필리핀 지방정부의 성과관리제도 효과성의 선행 및 결과 요인
형태사항
viii, 210 p. : ill., chart ; 30 cm
일반주기명
Adviser: Sung Min Park
Appendix: Construct of indices for essay 1, Construct of indices for essay 2, Construct of indices for essay 3 etc.
Includes bibliographical references(p. 153-184)
UCI식별코드
I804:11040-000000141820
DOI식별코드
소장기관
Local governments are at the forefront of governance and government service delivery. Most local governments in democracies have undertaken significant reforms with the aim of improving management and performance. The drive for reform has focused on performance management and the professionalization of management of local governments. While local governments endeavor to achieve efficiency, effectiveness of internal processes, and performance gains, public managers and employees remain skeptical about the adoption of performance management systems. Given the nature of accountability in local government organizations, public sector reform agendas have focused on the critical role of performance management—a strategic mechanism for bringing about meaningful progress in service delivery and achieving long-term, sustained organizational management and performance.
However, prior studies have argued that performance management is an organizational discipline that infuses fear, scoffed at by leaders and derided by employees. The consequences of performance management are not necessarily positive for the organization or the individual, as the discipline generates doubt and undermines autonomy, creativity, innovation, and other positive employee behaviors. Moreover, significant gaps remain in the existing literature with regard to our understanding of performance management system effectiveness, and its various important determinants and consequences in the public sector.
Focusing on the local government sector, this study intends to fill some gaps in local performance management system effectiveness studies. Employing qualitative and quantitative research techniques, this study explores environmental factors and various public management variables such as leadership, contextual, and process factors in influencing employee perception and/or behavior regarding public management system effectiveness in the local government. Subsequently, the study determines the consequences of a focus on performance management system effectiveness on public service motivation (PSM), organizational performance and job performance.
This study has been structured into three essays that provide specific analyses of performance management system effectiveness (PMSE) and important public management issues: the first deals with public performance management environment, leadership, culture, structure, process; the second analyzes leadership behavior and motivation; and the third contextual factors and organizational performance. Employing survey data collected from local government employees in the Philippines, and empirical techniques such as exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and hierarchical multivariate regression, Essay 1 ascertained the relationship of antecedent variables with PMSE. In addition, the study also employed a qualitative analysis of interview data to further understand the relationship between PMSE and environmental and contextual factors. The study confirmed direct relationships among key variables in the study.
Essay 2 examines the mechanisms through which PMSE affects individual motivation and employee outcomes. First, recognizing the role of leadership as a critical variable for performance management, the study examines the relationship of leadership styles and PMSE. Second, using the path-goal theory, the study determines the mediating role of PMSE on the PMSE on leadership style-PSM relationship. Third, employing process theory, the mechanism through which PMSE might affect job performance via PSM was examined. A sample of local government employees in the Philippines was used to test the hypothesized model. Findings show that participatory leadership style predicts performance management system effectiveness. The results also show that PSM mediates the relationship between PMSE and job performance.
Finally, employing the expectancy-disconfirmation model (EDM), Essay 3 determines the relationship between PMSE and employees’ perceptions regarding the successful implementation of disaster risk reduction initiatives and programs in the local government context. An expanded EDM of PMSE confirmed the hypothesized relationships
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