Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 1486-1515 |
| Journal | Public Management Review |
| Volume | 21 |
| Issue number | 10 |
| DOIs | |
| Publication status | Published - 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
Cite this
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Fostering societal impact and job satisfaction : The role of performance management and leader–member exchange. / Bauwens, Robin; Audenaert, Mieke; Decramer, Adelien.
In: Public Management Review, Vol. 21, No. 10, 2019, p. 1486-1515.Research output: Contribution to journal › Article › Scientific › peer-review
TY - JOUR
T1 - Fostering societal impact and job satisfaction
T2 - The role of performance management and leader–member exchange
AU - Bauwens, Robin
AU - Audenaert, Mieke
AU - Decramer, Adelien
PY - 2019
Y1 - 2019
N2 - 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.
AB - 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.
KW - APPRAISAL
KW - EMPLOYEES
KW - HRM
KW - PERCEIVED SOCIAL IMPACT
KW - PERCEPTIONS
KW - POLICY ALIENATION
KW - PUBLIC-SERVICE MOTIVATION
KW - Performance management
KW - SYSTEMS
KW - TRANSFORMATIONAL LEADERSHIP
KW - WORK
KW - higher education
KW - job satisfaction
KW - leader-member exchange
KW - societal impact
UR - https://app-eu.readspeaker.com/cgi-bin/rsent?customerid=10118&lang=en_us&readclass=rs_readArea&url=https%3A%2F%2Fwww.tandfonline.com%2Fdoi%2Ffull%2F10.1080%2F14719037.2018.1561928
U2 - 10.1080/14719037.2018.1561928
DO - 10.1080/14719037.2018.1561928
M3 - Article
VL - 21
SP - 1486
EP - 1515
JO - Public Management Review
JF - Public Management Review
SN - 1471-9037
IS - 10
ER -