Outcome-Based Performance Management in the Public Sector by Elio Borgonovi Eugenio Anessi-Pessina & Carmine Bianchi

Outcome-Based Performance Management in the Public Sector by Elio Borgonovi Eugenio Anessi-Pessina & Carmine Bianchi

Author:Elio Borgonovi, Eugenio Anessi-Pessina & Carmine Bianchi
Language: eng
Format: epub
Publisher: Springer International Publishing, Cham


11.4.3 Negative and Positive Effects

Before classifying the records in terms of output and outcome, it is interesting to note that 84% (21 records) of the records register positive aggregate effects of innovation, whereas the remaining 16% (4 records) found negative impacts of the innovation, although these negative effects could be attributed to the characteristics of the method used for measurement. Andrews et al. (2012), for example, found that innovative strategic stances result in overspending (because of the commitment to the development of new services). A potential disclaimer in this case could be related to the brief period of time considered, which may not be sufficient to allow for any positive effects of innovation to be measured. Norris (1989) noted another example of a negative effect, finding that local government employees using microcomputers reported stress and frustration at the beginning, but they also reported that their productivity increased once they had become proficient users of the PC.

There are several studies identifying positive effects. Yang and Kassert (2010), for example, found that managing by results, operationalized by way of perceived performance orientation and innovative culture, is positively related to job satisfaction, but the relationship is moderated by the confidence of employees in their leaders and their perceptions of the effectiveness and fairness of performance appraisal. Vigoda et al. (2008) found that public sector innovation (entrepreneurial actions, creativity, flexibility, and willingness to adopt new ideas) has an impact on the confidence and satisfaction with public administration and that this effect is both direct and mediated by the image of public organizations (Fig. 11.9).

Fig. 11.9Negative vs. positive effect



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