This article investigates the effect of performance management and explores one factor-trust in one's supervisor-as a critical facilitator of it. Although improving performance is a prominent issue in public management and the term, performance management, is in heavy use in the public sector, systematic investigations on the subject are relatively rare. Defining performance management as a human resource management tool, this research empirically tests the associations between performance management and two outcomes: perceived work-unit performance and perceived agency performance. In addition, it examines the role of trust as a facilitator of the successful implementation of performance management. Using the Merit Principles Survey 2005, we test the ideas. Ordered logit regression analyses confirm that performance management promotes perceived performance of both work-unit and agency, and the leverages are further increased under a high level of trust in supervisors.
All Science Journal Classification (ASJC) codes
- Public Administration
- Organizational Behavior and Human Resource Management