Elements of Strategic Management Process and PerformanceManagement Systems in U.S. Federal Agencies: Do Employee Managerial Levels Matter?

Abstract

This study examines the relationship between strategic planning components and performance-based management systems in U.S. federal agencies. This research explores the correlation between government employee perception regarding strategic planning components in agencies and three dimensions of performance management systems (performance-based promotions or rewards, fairness and accuracy of performance appraisal, and managerial efforts to improve performance). This study also explores whether the perceived correlation differs across five managerial levels (non-supervisor, team leader, supervisor, manager and executive). This study explores data from the 2008 Federal Human Capital Survey (FHCS), conducted by the U.S. Office of Personnel Management (OPM). This study conducts a total of 15 regression analyses for the three dependent variables and the five supervisor levels. In the models, all five components of strategic planning are positively correlated with the three dimensions of performance management systems among all five supervisor levels. A series of regression analyses demonstrates that the correlation differs depending on the managerial level of the employee. Employees at different managerial levels have different perceptions of the correlation between strategic planning components and each dimension of performance management systems in the public sector.