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Closing the Rhetoric‐Reality Gap? Employees' Perspective of Performance Management in the Australian Public Service
Author(s) -
Taylor Jeannette
Publication year - 2015
Publication title -
australian journal of public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.524
H-Index - 41
eISSN - 1467-8500
pISSN - 0313-6647
DOI - 10.1111/1467-8500.12066
Subject(s) - performance management , public service , perspective (graphical) , closing (real estate) , business , public relations , service (business) , perception , rhetoric , work (physics) , performance measurement , marketing , political science , psychology , computer science , engineering , mechanical engineering , linguistics , philosophy , finance , artificial intelligence , neuroscience
Performance management has been hailed by its proponents as an essential tool to enhance public service performance. Yet, its actual capacity to improve public service performance continues to be questioned by many academics. This research on a small group of Australian Public Service employees examines their perceptions on the efficacy of the performance management system in their agencies. The study respondents did not believe that their work behaviours had significantly changed in response to performance management. Obstacles to high performance include perceptions of a poorly designed performance measurement system, an inadequate level and mix of rewards offered, and inconsistencies in the implementation process.