Alexander Kroll

TL;DR: In this article, a systematic review of 25 recently published empirical studies that have examined drivers of performance information use was conducted, which identified factors that have repeatedly shown a positive impact: measurement system maturity, stakeholder involvement, leadership support, support capacity, innovative culture, and goal clarity.

TL;DR: In this article, the authors examine the use of performance information by public managers and suggest that there is a PSM-leadership fit which fosters the performance of this extra-role behaviour.

TL;DR: In this paper, the authors examine the effects of training on the implementation of performance management reforms in the U.S. federal government, asking whether those exposed to training are more likely to use performance data and strategic goals when making decisions.

TL;DR: This article found that PSM-related values of public employees are stable rather than dynamic but tend to increase with age and decrease with organizational membership, and moderate evidence that there are differences between those born during the Second World War and later generations.

TL;DR: Using survey data from German local government, this article shows that public managers prefer to use nonroutine feedback over routine data from performance reports, and indicates that different sources of performance information require different determinants to trigger their use.