Performance Management in the Public Sector

As performance management research grows qualitatively and quantitatively, some scholars question its appropriateness for public sector. This study develops a theoretical framework linking performance management (PM) to organizational identification (OI), change-oriented organizational citizens behavior (CO-OCB), tape and job satisfaction. Using a sample of 303 employees drawn from government ministries in the Russian Federation, econometric models are used to test a number of empirical hypotheses related to the constructions mentioned above. The effectiveness of CO-OCB, job satisfaction, OI and red tape, according to this study, is based on the quality of PM implementation. Moreover, OI creates formal basis for extra-role behavior and job satisfaction. This study has a number of implications. The results suggest that public managers may facilitate change performance through enhancing how employees perceive organizational identity reducing the number of formal rules. These findings have important implications, both for practice and public policy.