Tackling the Performance Regime Paradox: A Problem‐Solving Approach Engages Professional Goal‐Based Learning.
Public performance regimes are bedeviled by a paradox: they must engage the specialized knowledge of professionals who often perceive those very regimes as a threat to their autonomy. The authors use a mixed‐method analysis of performance management in Danish hospitals, with separate data for manage...
| Publicado en: | Public Administration Review Vol. 80; no. 6; pp. 1001 - 1011 |
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| Autores principales: | , , |
| Formato: | Artículo |
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Wiley-Blackwell
Nov/Dec2020
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=147774213&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 147774213 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00333352 PBA jtl: Public Administration Review issn: 00333352 maglogo: Y pubinfo: dt: Nov/Dec2020 vid: 80 iid: 6 pid: 480 pub: Wiley-Blackwell artinfo: ui: 147774213 10.1111/puar.13142 ppf: 1001 ppct: 10 formats: fmt: – @attributes: type: T – @attributes: type: P size: 285KB tig: atl: Tackling the Performance Regime Paradox: A Problem‐Solving Approach Engages Professional Goal‐Based Learning. aug: au: Moynihan, Donald P. Baekgaard, Martin Jakobsen, Mads Leth affil: Georgetown University Aarhus University Danish Center for Social Science Research su: Denmark Organizational goals Theory of knowledge Organizational behavior Performance management Professional employees Hospital administration sug: subj: Organizational goals Theory of knowledge Organizational behavior Denmark General Medical and Surgical Hospitals General (except paediatric) hospitals Performance management Professional employees Hospital administration ab: Public performance regimes are bedeviled by a paradox: they must engage the specialized knowledge of professionals who often perceive those very regimes as a threat to their autonomy. The authors use a mixed‐method analysis of performance management in Danish hospitals, with separate data for managers and frontline professionals, to offer two insights into this challenge. First, the study shows that managerial behavior—in the form of performance information use—matters to the way frontline professionals engage in goal‐based learning. Second, it shows that the way managers use performance data matters. When managers use data in ways that reinforce the perception of performance management as an externally imposed tool of control, professionals withdraw effort. However, when managers use data in ways that solve organizational problems, professionals engage in goal‐based learning. The threat to professional values that performance regimes pose can therefore be mitigated by managers using data in ways that complements those values. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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