Performance Management for Academic Researchers: How Publication Command Systems Affect Individual Behavior. (June 2014)

• Record Type: Journal Article
• Authors: Jacobsen, Christian Bøtcher; Andersen, Lotte Bøgh
• Other Names: Vandenabeele Wouter guest-editor.; Leisink Peter guest-editor.; Andersen Lotte Bøgh guest-editor.
• Is Part Of: Review of public personnel administration. Volume 34:Number 2(2014:Jun.)
• Page Start: 84
• Page End: 107
• Publication Date: 2014-06
• Subjects: leadership -- performance management -- command systems -- motivation crowding -- researchers -- productivity; Civil service -- United States -- Personnel management -- Periodicals; Civil service -- United States -- States -- Personnel management -- Periodicals; 352.6
• DOI: 10.1177/0734371X13510850
• Languages: English
• ISSNs: 0734-371X

Abstract

Using performance management systems that motivate employees to high performance is central for many public leaders. Command systems, which are based on the threat of sanctions, are typically used in public organizations, but we have little knowledge about the effects of such systems. Principal agent theory expects that harder command systems improve performance, and motivation crowding theory agrees that this will be the case, if agents perceive the command system as supportive. However, motivation crowding theory expects that a command system perceived as controlling will be less effective and perhaps even harm the performance due to crowding out effects. The expectation is confirmed in this study, which builds on register and survey panel data from 101 researchers over 10 years (2000-2009) combined with 19 interviews. Although research institutions are not typical public organizations, the results imply that public leaders should take employee perceptions of command systems very seriously.