ABSTRACT
This article employs a difference-in-differences design to study how a ‘managing for results’ reform in New York City public schools affected employees’ attitudes and perceptions of organizational climate. Findings show that the reform produced largely negative effects on employees’ attitudes and perceptions, and the effects were heterogeneous by organizations’ performance levels. This study expands performance management research by examining its effect on employee attitudes and organizational climate. It presents a more nuanced view of how employees react to and receive performance management reforms and contributes to a comprehensive understanding of the consequences of performance management reforms.
Disclosure statement
No potential conflict of interest was reported by the author(s).
Data availability statement
The data supporting the findings of this study are available from the corresponding author on request.
Additional information
Notes on contributors
Weijie Wang
Weijie Wang is an assistant professor at the Harry S Truman School of Government and Public Affairs at the University of Missouri. His research focuses on performance management and interorganizational collaboration.
Taek Kyu Kim
Taek Kyu Kim is a PhD student at the Harry S Truman School of Government and Public Affairs at the University of Missouri. His research focuses on performance management.