The Effects of MBO on Performance and Satisfaction in a Public Sector Organization

Thompson, Kenneth R.; Luthans, Fred; Terpening, Willbann D.

doi:10.1177/014920638100700105

Cited by 8 publications

(3 citation statements)

References 52 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…When multiple postimplementation data points were reported in a study, we always took the data associated with the longest time frame. When multiple preimplementation data points were reported (e.g., Thompson, Luthans, &. Terpening, 1981), we used the mean.…”

Section: Dependent Measuresmentioning

confidence: 99%

Impact of management by objectives on organizational productivity.

Rodgers¹,

Hunter²

1991

Journal of Applied Psychology

202

104

View full text Add to dashboard Cite

Goal setting, participation in decision making, and objective feedback have each been shown to increase productivity As a combination of these three processes, management by objectives (MBO) also should increase productivity. A meta-analysis of studies supported this prediction: 68 out of 70 studies showed productivity gains, and only 2 studies showed losses. The literature on MBO indicates that various problems have been encountered with implementing MBO programs. One factor was predicted to be essential to success: the level of top-management commitment to M BO. Proper implementation starts from the top and requires both support and participation from top management. Results of the meta-analysis showed that when top-management commitment was high, the average gain in productivity was 56%. When commitment was low, the average gain in productivity was only 6%.

show abstract

Section: Dependent Measuresmentioning

confidence: 99%

Impact of management by objectives on organizational productivity.

Rodgers¹,

Hunter²

1991

Journal of Applied Psychology

202

104

View full text Add to dashboard Cite

show abstract

“…Goalsetting theory has developed and become more sophisticated over several decades, and the dominant motivational theory (Fried and Slovik, 2004) is both valid and useful (Tubbs, 1986). A large number of studies have confirmed the relationship between goals and improved results, including research focussed on organizations (Baum et al, 2002), organizational units (Rogers and Hunter, 1991), MBO (Thompson et al, 1981), academic achievements and learning (Harackiewicz et al, 2000;Church et al, 1993) and children's goals and their relationship to achievement behavior (Anderman and Midgley, 2001;Covington, 2000). Covington (2000) argues that teachers can use goals and rewards to direct and change students' learning.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Principals with and without performance measures means no change?

Lindberg

2014

Journal of Organizational Change Management

View full text Add to dashboard Cite

Purpose – This paper seeks to explore how principals use their time when the requirement exceeds the activities are desirable. In the scholarly debate it has been pointed out the heads think that too much time is devoted for the financial and administrative issues, or to solve acute problems. This means that there is not enough time to work with educational issues. The purpose of this paper is to clarify how principals use the time they have devoted for the educational area and what activities they prioritize. It will also increase the knowledge of reasons behind their prioritizing and reflect on some of the consequences. Results relate to the question if introduction of performance measures has increased a short-term perspective on student performance or if it works as a suitable tool for the principals to achieve the schools goals and to create more effective schools in the long run. The question if stakeholders can get required insight by the performance measures as they are designed today and if the principals got the right incentives is raised. Design/methodology/approach – A quantitative approach is used and a mail questionnaire was distributed to the principals in all upper secondary schools in Sweden and a comparative cross-sectional study was conducted. Findings – Principals’ perceptions suggest that, their prioritization when working with educational issues is influenced by a more short-term perspective and that they prioritize teaching, which have a much faster impact on student outcome, over long-term school development which facilitate the conditions for the former. These findings increase the insight into the need, for as well stakeholders as principals, to develop performance measures to stimulate change when needed. Practical implications – These findings have implications on the direction of the development of performance measures. The result points out the lack of transparence for stakeholders and uncovers the need to know when change and long-term development is ongoing or not. The study show how principals need incentives for prioritizing these activities and that this can be done by the stakeholder by designing required measurements for as well teaching as long-term school development when change is needed or to maintain a successful process. Originality/value – This paper fulfills an identified need to study how the performance measures of today can be complemented with measures for stakeholders for increased insight in ongoing activities with development and required change for long-term school success.

show abstract

“…At lower organizational levels, officials can justify their choice of performance goals by, for example, using unfavorable policy circumstances as a justification. This power discrepancy may be heightened when public organizations take the initiative by submitting performance plans based on management by objectives (MBO) that encourages bottom-up participation (Thompson et al, 1981). They also are stakeholders with urgency.…”

Section: Introductionmentioning

confidence: 99%

Opportunism in Performance Goal Setting in the Public Sector: Evidence from South Korea

Lee,

Park

2024

Administration & Society

View full text Add to dashboard Cite

This study examines the circumstances under which public organizations establish easy performance goals, analyzing nationwide data collected from cabinet departments in central and local government agencies in South Korea. Several factors have been identified as contributing to the tendency of public organizations to set easily achievable goals. Firstly, local governments tend to establish less challenging performance standards compared to central government agencies. Secondly, public organizations with higher financial resources per employee ratios are inclined to set easy performance goals. Lastly, the presence of a strong innovation-oriented culture or transparency requirements decreases the likelihood of setting easy performance goals.

show abstract

The Effects of MBO on Performance and Satisfaction in a Public Sector Organization

Cited by 8 publications

References 52 publications

Impact of management by objectives on organizational productivity.

Impact of management by objectives on organizational productivity.

Principals with and without performance measures means no change?

Opportunism in Performance Goal Setting in the Public Sector: Evidence from South Korea

Contact Info

Product

Resources

About