绩效管理的大问题：为什么经理使用绩效信息？外文翻译.docVIP

外文翻译 原文 The Big Question for Performance Management: Why Do Managers Use Performance Information? Material Source: University of Wisconsin–Madison Author: Donald P. Moynihan, Sanjay K. Pandey The most widespread governmental reform in recent decades has been the requirement for agencies to track and measure strategic goals, targets, and achievements (Brudney, Hebert and Wright 1999; Moynihan 2008). Within our growing state of agents, performance goals underpin contractual forms of accountability, the means by which webs of connected principals and agents allocate responsibility. Citizens, elected officials, and public managers have more performance information now than ever. Every year, new rivers flow into the existing sea of data. These trends are unlikely to be reversed. Performance management both preceded and outlived the New Public Management and continues to be viewed as a central plank in the future of governance (Kettle and Kelman 2007). A MODEL OF PERFORMANCE INFORMATION USE Previous Research There are a number of empirical pieces on performance information use in the public sector, and the majority of such research is recent. Heinrich (1999) noted that most empirical evidence came from the private sector. Her study of performance standards in job training found that data were used but much depended upon the design of the overall performance system and that there was little to guide designers beyond neoclassical economic arguments for financial incentives. Since then, more research has emerged to offer alternatives to neoclassical models, usually relying on self-reported survey data. It appears fair to assert that this previous work has not resulted in a common or overarching theory of performance information 850 Journal of Public Administration Research and Theory use. De Lancer Julnes and Holzer (2001) theorized a basic distinction between rational/technocratic and political/cultural factors. Other research has focused more on explicitly political var