Why Performance Information Use Requires a Managerial Identity: Evidence from the Field of Human Services

Pfiffner, Roger (2019). Why Performance Information Use Requires a Managerial Identity: Evidence from the Field of Human Services Public Performance & Management Review, 42(2), pp. 405-431. Taylor & Francis Online 10.1080/15309576.2018.1464936

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Previous research suggests that civil servants can perceive their role differently and that these differing perceptions also influence their responses to managerial reform programs. Yet there is little research examining how different role perceptions influence the application of performance measurement. Using survey data from 742 human service organizations in Switzerland, the present study addresses this gap by investigating how professional and managerial role identities affect managers’ use of performance information. The results support the hypotheses that role identities indirectly influence the application of performance information through the effects on role conflict that may occur when managerial professionals measure the performance of their organizations. A lack of resources, stringent political control, and poor information quality are also found to be associated with role conflict and a limited use of performance information.

Item Type:	Journal Article (Original Article)
Division/Institute:	School of Social Work > Social Organisation focus area School of Social Work BFH Centres and strategic thematic fields > BFH Centre for Social Security School of Social Work > Institute for Organisation and Social Service Management
Name:	Pfiffner, Roger0000-0003-2951-3697
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HG Finance H Social Sciences > HJ Public Finance
ISSN:	1530-9576
Publisher:	Taylor & Francis Online
Language:	English
Submitter:	Roger Pfiffner
Date Deposited:	08 Oct 2019 11:20
Last Modified:	24 Feb 2021 21:45
Publisher DOI:	10.1080/15309576.2018.1464936
Uncontrolled Keywords:	performance management performance measurement performance information use role conflict role identity human service organizations
ARBOR DOI:	10.24451/arbor.8168
URI:	https://arbor.bfh.ch/id/eprint/8168