The Promises and Pitfalls of Performance-Informed Management by Katherine Barrett & Richard Greene

Author:Katherine Barrett & Richard Greene
Language: eng
Format: epub
ISBN: 9781538125694
Publisher: Rowman & Littlefield Publishers
Published: 2019-12-16T16:00:00+00:00

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Buy-In

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83 Theoretically, improving performance should be entirely satisfying. What could be a more fulfilling job than one that helps make the world—especially the world in immediate geographic proximity—a better place? But developing new management systems is almost always underresourced, frustrating, and time-consuming for busy government departments. As a result, the activities that feed the performance management effort, often imposed upon departments by central offices, can be resented by the people who are gathering, analyzing, and disseminating the data. Unless busy employees see the value of performance management to their own work, they may not appreciate that the extra effort required is anything more than a waste of time.

There are multiple consequences to a lack of buy-in. Data errors multiply when employees don’t see the value of accurately recording or inputting their work. Program implementation of evidence-based policies may suffer from a lack of fidelity to the original model or a lack of attention as to how the model fits with local needs. Low engagement levels lead to higher turnover and lackadaisical employee performance.

Performance management is far more successful when there is buy-in up and down the ranks from lower-level employees who are gathering the data to those who are laboring at higher levels of the agencies.

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