Fostering societal impact and job satisfaction: The role of performance management and leader–member exchange

Robin Bauwens*, Mieke Audenaert, Adelien Decramer

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Performance management (PM) can alienate employees from experiencing societal impact. This is problematic since societal impact influences employees’ job satisfaction. To avoid such unintended effects, we investigate two conditions under which PM could instead benefit the societal impact and job satisfaction of employees: consistency and leader-member exchange. Results show consistent PM fosters job satisfaction, mediated by societal impact and moderated by leader–member exchange. Public organizations should streamline expectations communicated through PM and constructive leader relationships could reinforce this process. By examining the conditions under which PM can avoid unintended effects on employees, we add to the debate on PM effectiveness.
Original languageEnglish
Pages (from-to)1486-1515
JournalPublic Management Review
Volume21
Issue number10
DOIs
Publication statusPublished - 2019

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Keywords

  • APPRAISAL
  • EMPLOYEES
  • HRM
  • PERCEIVED SOCIAL IMPACT
  • PERCEPTIONS
  • POLICY ALIENATION
  • PUBLIC-SERVICE MOTIVATION
  • Performance management
  • SYSTEMS
  • TRANSFORMATIONAL LEADERSHIP
  • WORK
  • higher education
  • job satisfaction
  • leader-member exchange
  • societal impact

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