To make performance regimes work, public managers must engage professional employees whose expertise provides insight into the causes behind organizational performance, as well as the levers to improve results. This study of Danish hospitals shows that frontline hospital professionals are more engaged in goal-based learning if their managers use performance data for problem-solving. Professionals are less likely to engage in goal-based learning when their managers use data for reward and control. Professionals are wary of the threats of performance regimes even as political leaders want to make those regimes work: a compromise path for both groups is to commit to aligning performance regimes with professional values.
- Donald P. MoynihanMartin BækgaardMads Leth Jakobsen
About this publication
Published inPublic Administration Review