Experimental analysis of the effect of standards on compliance and performance

Legal directives – whether laws, regulations, or contractual provisions – can be written along a spectrum of specificity, about which behavioral and legal scholarship present conflicting views. We hypothesized that the combination of specificity and monitoring promotes compliance but harms performance and trust, whereas the combination of specificity and good faith enhances both the informative goal‐setting aspects of specificity and people's sense of commitment. To test these hypotheses, we used a 2x2x2 experimental design in which participants were instructed to edit a document with either general or detailed instructions, with a reference to good faith or without it, and with a review of the work or without it. Participants could engage in various levels and kinds of editing, allowing us to distinctly measure both compliance and performance. When participants require information and guidance, as in the case of editing, we found that specificity increases performance relative to the vague standard condition. We discuss the characteristics of the regulatory frameworks in which our findings are especially relevant.     

Means,Motive, and Opportunity – Local Government Data Distortion in a High‐Stakes Environment

Regulatory authorities are increasingly relying upon performance data for developing public policy. However, this reliance necessarily assumes that the data are free from material distortion. This paper provides a conceptual framework for understanding the ‘means’, ‘motive’, and ‘opportunity’ for distorting data employed in high‐stakes performance‐management programmes. We present empirical evidence which suggests that the use of data drawn entirely from financial statements by no means guarantees a distortion‐free depiction of performance. In addition, we provide econometric evidence of some important determinants of performance data distortion. Taken as a whole, the following analysis provides a comprehensive picture of the salient matters which must be addressed to ensure accurate data for public policy‐making purposes.     

Performance Measurement in Italian and Spanish Local Governments: Comparative Policy Analysis

NPM reforms have become a global trend and performance management systems are considered suitable to enhance the decision-making process and accountability. The aim of the paper is to carry out a comparative study on the adoption of performance measurement tools in Italian and Spanish (medium-sized and large) local governments. It seeks to find out how widespread these tools are and how their usefulness is perceived. The results show differences between the two countries and that the presence of professional managers – experienced with performance measurement tools – positively affects the adoption of these tools. Moreover, performance measurement tools are perceived as a support for accountability purposes.     

Predictors of an Effective Performance Measurement System: Evidence from Municipal Governments in Turkey

The study examines the predictors of effective performance measurement in the context of Turkish municipalities. Theoretical guidance of context-design-performance model has been utilized to examine the contextual and design factors which have influenced the effective use of performance measurement systems in Turkish municipalities. It is hypothesized in the study that external support and organizational support for the use performance measurement, and technical capacity for the performance measurement are associated with quality of performance measures and effectiveness of performance measurement systems in general. The results of the study supported the hypotheses of the study regarding the relationships among organizational support, technical capacity, quality of performance measures, and effectiveness of performance measurement. Although the results confirmed that external support has an indirect effect on effectiveness of performance measurement via technical capacity and quality of performance measures, the hypothesis regarding the direct effect of it on effectiveness of performance measurement was not supported.     

“Object Lesson(s)”

This article reconstructs up an impromptu dance performed by Lavinia Baker, a survivor of mob violence and star of an anti-lynching performance revue, and reads it as the occasion for rethinking the performative dimensions of a seemingly familiar spectacle: lynching. As opposed to the familiar scene of the black corpse captured and circulated in photographs, the author argues that Lavinia's 1899 dance and the liveness of her performance – that is, its excess, disruptions, and improvisation – is instantiation of racial violence that strains against the putative framing of mob violence as a finite event that is amenable to documentation, capture, or narrativization. By pivoting a discussion of lynching on Lavinia Baker’s protean performance, this essay not only challenges the shape and structure of nineteenth-century anti-black terror, but also demands that we (re) turn to a deceptively simple question that animates Scenes of Subjection: what does racial violence look like?     

Institutions,governmental performance and the rise of political newcomers

This article analyses the institutional and contextual factors that facilitate the election of political newcomers as heads of government in democratic regimes. Using data from 870 democratic elections between 1945 and 2015, it is found that political newcomers are more likely to be successful in presidential systems, in new democracies and when party systems are weakly institutionalised. The election of politically inexperienced candidates is also related to governmental performance. Political newcomers are more successful when the economic performance of the government is bad and when the government engages in high‐level corruption.     

Faking performance together: systems of performance evaluation in Russian enforcement agencies and production of bias and privilege

A specialist on Russian law enforcement examines a critical source of prosecution and conviction bias in that country – the system by which prosecutors, police, judges, and other legal professionals are evaluated. More specifically, she demonstrates how that system (exclusive of any inherent corruption or bias) institutionalizes incentives for the prosecution of large numbers of defendants in routine cases for the purpose of meeting informal quotas. Officials from a variety of law enforcement agencies, seeking to “hit their numbers,” develop techniques of selecting the “right” cases (and avoiding “wrong” ones), manipulating charges depending on the victim's and defendant's statuses.     

Developing Benchmarks for Guiding CAO Performance

This article reviews a research study on developing performance benchmarks to guide Chief Administrative Officer performance in Nova Scotia. The study collected examples of excellent and substandard performance from 22 individuals who were CAOs, members of Council, or provincial advisors. The information was content analysed, revealing 13 competency areas, illustrating four types of competencies. A practical aspect of this study is the suggestion that the competencies might be arranged in a semicausal logic model (or Competency Scorecard, similar to the Balanced Scorecard) and that performance measures might include outcome and activity measures. The framework might guide researchers in calibrating the linkage between competencies and organisational performance measures.     

How Do Performance Gaps Affect Improvement in Organizational Performance? Exploring the Mediating Roles of Proactive Activities

Abstract

According to the extensive literature on performance gaps, the various reference points of the problem identification process affect the managerial decisions of public managers. In this article, we propose a theory about the public management decision-making processes based on the roles of proactive behaviors, specifically regarding how identifying such problems (performance gaps) leads to performance improvement. Using panel data from Korea covering 2005–2014, this analysis provides support for our assertion that not all reference points are equally important to public managers’ proactive responses; however, we find evidence supporting the importance of perceiving the external reference point of problem identification as a significant precedent for successful organizational performance. Our results also indicate that practitioners need to become involved in greater feedback processes when searching for proactive solutions that remedy poor organizational performance. This suggests that the creation of diverse and sophisticated performance feedback systems can strengthen public managers’ abilities to find solutions for organizations. Ultimately, the findings enhance our understanding of the relationship between performance gaps and performance improvement by examining the role of public managers’ proactive behaviors.     

Full Range Leadership Styles and Government IT Team Performance: The Critical Roles of Follower and Team Competence

Abstract

In this study, we explore how leadership affects team performance from a team and follower competence perspective. We base our study on the Full Range Leadership (FRL) model, which proposes three different leadership styles: passive/avoidant, transactional, and transformational. The FRL has been well-studied outside the public administration environment, but rarely considering the three leadership styles simultaneously, or with team level outcomes. We propose a sequential mediation model in which leadership styles relate to follower competencies, which in turn relate to team competence, and then team performance. Our research design is distinctive in that we study all three FRL styles simultaneously, examine team performance as opposed to individual performance, and utilize data from three levels of a municipal government IT department. We found that transformational leadership was directly and indirectly related to team performance in the expected positive directions. Transactional leadership was mostly ineffective, while passive/avoidant leadership had complicated relationships with team performance that were both positive (direct) and negative (indirect through competence). We conclude that the three FRL styles have varying degrees of effectiveness as direct and indirect predictors of team performance. We discuss the implications of our results for leadership of public administration organizations.