Performance management

Abstract

The aim of this chapter is to examine performance management in the public sector. Why is performance management expected to have positive or negative consequences? What is the effect of performance management in practice? Which issues remain unsolved, in theory and in practice? In the first part of the chapter, the meaning and origin of performance management in the public sector are discussed, and arguments on the effects of performance management are summarized. In the second part of this chapter, previous empirical studies in HRM and public management that have sought to identify the impact of performance management in the public sector are critically reviewed. We discuss the relevance of communicating a “strong” performance management system, the role of line managers in tackling people management issues in performance management and the importance of broadening the content of performance management to encompass sustainable careers. Besides the calls for research across the chapter, we conclude with delineating a research agenda for future work on performance management in the public sector.