What Gets Measured Gets Managed? The Use of Performance Information across Organizational Echelons in the Public Sector

Abstract

Public organizations increasingly produce performance information. However, quite often this information is not put to use. In this paper we study how different organizational echelons use performance information. We use a representative survey among Danish public managers to compare the extent to which different organizational echelons use performance information. We find that top managers generally use performance information – information on outcomes and user satisfaction in particular – more than other echelons. These findings are important, because performance management systems are often designed at the top of public organizations, even though they are intended to be used for different purposes at different organizational echelons. Our findings raise important questions regarding the use and design of performance information that are relevant for frontline managers and executives alike.

Keywords:

• Information systems
• managers and professionals
• organizational echelons
• performance information
• public management

Notes

1 See https://www.ledelseskom.dk/sites/ledelseskom.dk/files/media/documents/spoergeskema/7._teknisk_appendiks_-_ledelseskommissionens_spoergeskemaundersoegelse_2017.pdf.

2 https://info.worldbank.org/governance/wgi/

3 https://arbejdstilsynet.dk/da/at/gl/arbejdspladsvurdering.

Additional information

Notes on contributors

Caroline Howard Grøn

Caroline Howard Grøn is an associate professor at the Department of Political Science at Aarhus University, Denmark where she is affiliated with the Crown Prince Frederik Center for Public Leadership. Her research interests include leadership, motivation, management and organization in the public sector.

Mads Bøge Kristiansen

Mads Bøge Kristiansen is an associate professor at the Department of Political Science and Public Management at University of Southern Denmark. His research focuses on public administration and management, public management reforms, organizational change and performance management.