Search results1 – 1 of 1
Alexander Kalgin, Dmitry Podolskiy, Daria Parfenteva and Jesse W. Campbell
The use of performance management (PM) tools is a defining characteristic of public sector management. However, while research on PM is extensive, comparatively little…
The use of performance management (PM) tools is a defining characteristic of public sector management. However, while research on PM is extensive, comparatively little focuses on how the practice shapes the attitudes and behavior of employees. The purpose of this paper is to address this question and develop a conditional process model that links PM to turnover intention. The model predicts that the PM-turnover relationship is mediated by job satisfaction and moderated by job-goal alignment.
The authors use a unique data set drawn from the Russian public sector to test the model empirically. Conditional process modeling is used to test for moderated mediation. The effects are further explored using bootstrapped bias-corrected confidence intervals.
The analysis suggests that PM has an indirect effect on turnover intention via job satisfaction in the average case. However, the indirect effect is stronger for employees who perceive that their work contributes directly to organizational goals. In contrast, for employees whose work lacks organizational goal alignment, PM has no significant effect.
Despite being an instrument to manage organizational (including human) resources, few studies have linked PM to employee-level outcomes. By doing so, this study implies promising research paths that can help generate a more complete picture of how PM shapes organizational processes in the public sector.