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- W2139713857 abstract "The relationship between politicians and bureaucrats is central to the administration of modern democratic societies, yet it often is neglected in studies of the performance of public organizations. In this article, the authors examine the performance effects of alignment between politicians’ and senior managers’ perceptions of one of the more pervasive public management reforms over recent decades: performance management. Evidence from a panel of English local governments supports the hypothesis that alignment of views between politicians and senior managers on performance management is associated with better organizational performance. Furthermore, this relationship is strengthened in organizations that display higher levels of role flexibility by managers and greater trust between politicians and managers ." @default.
- W2139713857 created "2016-06-24" @default.
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- W2139713857 date "2013-10-25" @default.
- W2139713857 modified "2023-09-30" @default.
- W2139713857 title "Marching to Different Drummers? The Performance Effects of Alignment between Political and Managerial Perceptions of Performance Management" @default.
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- W2139713857 doi "https://doi.org/10.1111/puar.12131" @default.
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