437
Views
2
CrossRef citations to date
0
Altmetric
Original Articles

Performance Implications of Public Managers’ Goal Prioritization: An Empirical Test of the Link between Internal Management and Organizational Performance

References

  • Andersen, L. B., Boesen, A., & Pedersen, L. H. (2016). Performance in public organizations: Clarifying the conceptual space. Forthcoming in Public Administration Review. doi:10.1111/puar.12578
  • Andrews, R. M., Boyne, G. A., & Walker, R. M. (2006). Strategy content and organizational performance: An empirical analysis. Public Administration Review, 66(1), 52–63. doi:10.1111/puar.2006.66.issue-1
  • Angle, H. L., & Perry, J. L. (1981). An empirical assessment of organizational commitment and organizational effectiveness. Administrative Science Quarterly, 26, 1–14. doi:10.2307/2392596
  • Bass, B. M., & Reggio, R. E. (2006). Transformational leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum.
  • Brewer, G. A., & Selden, S. C. (2000). Why elephants gallop: Assessing and predicting organizational performance in federal agencies. Journal of Public Administration Research and Theory, 10(4), 685–712. doi:10.1093/oxfordjournals.jpart.a024287
  • Christensen, J. G., & Pallesen, T. (2009). Public employee trends and the organization of public sector tasks. In H.-U. Derlien & B. G. Peters (Eds.), The State at work: Comparative public service systems (Vol. 2, pp. 7–33). Cheltenham, UK: Edward Elgar Publishing, Incorporated.
  • Christensen, T., Lægreid, P., Roness, P. G., & Røvik, K. A. (2009). Organisasjonsteori for offentlig sector. Oslo, Norway: Universitetsforlaget.
  • Chun, Y. H., & Rainey, H. G. (2005). Goal ambiguity in U.S. Federal agencies. Journal of Public Administration Research and Theory, 15(1), 1–30. doi:10.1093/jopart/mui001
  • Cohen, A. (2007). Commitment before and after: An evaluation and reconceptualization of organizational commitment. Human Resource Management Review, 17, 336–354. doi:10.1016/j.hrmr.2007.05.001
  • Favero, N., Meier, K. J., & O’Toole, J. L., Jr. (2014). Goal, trust, participation, and feedback: Linking internal management with performance outcomes. Journal of Public Administration and Theory. doi:10.1093/jopart/muu044
  • Jacobsen, C. B., & Andersen, L. B. (2015). Is leadership in the eye of the beholder? A study of intended and perceived leadership practices and organizational performance. Public Administration Review, 75(6), 829–841. doi:10.1111/puar.12380
  • Klein, H. J., Wesson, M. J., Hollenbeck, J. R., & Alge, B. J. (1999). Goal commitment and the goal-setting process: Conceptual clarification and empirical synthesis. Journal of Applied Psychology, 84, 885–896. doi:10.1037/0021-9010.84.6.885
  • Latham, G. P. (2001). The importance of understanding and changing employee outcome expectancies for gaining commitment to an organizational goal. Personnel Psychology, 54, 707–716. doi:10.1111/peps.2001.54.issue-3
  • Latham, G. P., Borgogni, L., & Pettita, L. (2008). Goal setting and performance management in the public sector. International Public Management Journal, 11(4), 385–403. doi:10.1080/10967490802491087
  • Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task performance. Englewood Cliffs, NJ: Prentice-Hall.
  • Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year Odyssey. American Psychologist, 57, 705–717. doi:10.1037/0003-066X.57.9.705
  • Locke, E. A., Smith, K. G., Erez, M., Chan, D., & Schaffer, A. (1994). The effects of intra-individual goal conflict on performance. Journal of Management, 20(I), 67–91. doi:10.1177/014920639402000104
  • Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108, 171–194. doi:10.1037/0033-2909.108.2.171
  • Meier, K. J., & O’Toole, L. J. (2013). Subjective organizational performance and measurement error: common source bias and spurious relationships. Journal of Public Administration Research and Theory, 23(2), 429–456. doi:10.1093/jopart/mus057
  • Meier, K. J., O’Toole, L. J., & Goerdel, H. T. (2006). Management activity and program performance: Gender as management capital. Public Administration Review, 66(1), 24–36. doi:10.1111/j.1540-6210.2006.00553.x
  • Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage.
  • Meyer, J. P., & Herscovitch, L. (2001). Commitment in the work-place: Toward a general model. Human Resource Management Review, 11, 299–326. doi:10.1016/S1053-4822(00)00053-X
  • Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61, 20–52. doi:10.1006/jvbe.2001.1842
  • Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14, 224–247. doi:10.1016/0001-8791(79)90072-1
  • Nielsen, P. Å. (2014). Learning from performance feedback: Performance information, aspiration levels, and managerial priorities. Public Administration, 92(1), 142–160. doi:10.1111/padm.12050
  • O’Toole, J. L., Jr., & Meier, K. J. (2011). Public management. Organizations, governance, and performance. Cambridge, UK: Cambridge University Press.
  • Porter, L. W., Crampon, W. J., & Smith, F. J. (1976). Organizational commitment and managerial turnover: A longitudinal study. Organizational Behavior and Human Performance, 15, 87–98. doi:10.1016/0030-5073(76)90030-1
  • Rainey, H. G. (2009). Understanding and managing public organizations (4th ed.). San Francisco, CA: John Wiley and Sons.
  • Rainey, H. G., & Steinbauer, P. (1999). Galloping elephants: Developing elements of a theory of effective government organizations. Journal of Public Administration Research and Theory, 9(1), 1–3. doi:10.1093/oxfordjournals.jpart.a024401
  • Rutherford, A., & Meier, K. J. (2015). Managerial goals in a performance-driven system: Theory and empirical tests in higher education. Public Administration, 93(1), 17–33. doi:10.1111/padm.2015.93.issue-1
  • Ryan, R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classical definitions and new directions. Contemporary Educational Psychology, 25, 54–67. doi:10.1006/ceps.1999.1020
  • Staniok, C. D. (2016a). Medindflydelse som en vej til målcommitment: Ledelse på de almene gymnasier. Politica, 48(2), 179–207.
  • Staniok, C. D. (2016b). Goal prioritization and commitment in public organizations: Exploring the effects of goal conflict. International Journal of Public Administration, 39(5), 370–381. doi:10.1080/01900692.2015.1015557
  • Staniok, C. D., & Jacobsen, C. B. 2015. Sharing the fire: The relationship between managers’ and employees’ organizational commitment and the role of transformational leadership congruence. Unpublished manuscript. Available on request from the author.
  • Stazyk, E. C., Panday, S. K., & Wright, B. E. (2011). Understanding affective organizational commitment: The importance of institutional context. The American review of Public Administration, 41, 603–624. doi:10.1177/0275074011398119
  • The Ministry of Children and Education. (2005). Styringsanalyse af uddannelsesområdets Styringssystem. Copenhagen, Denmark: Undervisningsministeriet.
  • Walker, R. M., & Boyne, G. A. (2009). Determinants of performance in public organizations symposium. Public Administration, 87(3), 433–518. doi:10.1111/j.1467-9299.2009.01774.x
  • Wilson, J. Q. (1989). Bureaucracy. What government agencies do and why they do it. New York, NY: BasicBooks.
  • Wright, B. E. (2001). Public sector work motivation: Review of current literature and a revised conceptual model. Journal of Public Administration and Research Theory, 11(4), 559–586. doi:10.1093/oxfordjournals.jpart.a003515
  • Wright, B. E. (2004). The role of work context in work motivation: A public sector application of goal and social cognitive theories. Journal of Public Administration Research and Theory, 14(1), 59–78. doi:10.1093/jopart/muh004
  • Wright, B. E., Moynihan, D. P., & Pandey, S. K. (2012). Pulling the levers: Transformational leadership, public service motivation, and mission valence. Public Administration Review, 72(2), 206–215. doi:10.1111/puar.2012.72.issue-2

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.