A Behavioral Model of Public Organizations: Bounded Rationality, Performance Feedback, and Negativity Bias
A Behavioral Model of Public Organizations: Bounded Rationality, Performance Feedback, and Negativity Bias
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DOI：
10.1093/jopart/muy048
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发表时间：
2019-01-01
影响因子：
4.2
通讯作者：
Hong, Sounman
中科院分区：
文献类型：
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作者：
Hong, Sounman
在这项研究中，我们研究组织的反应，在公共部门的绩效管理，通过研究韩国公共机构的年度绩效反馈。在此过程中，我们采用了回归不连续性设计，利用绩效等级和确定等级的数字输入之间的关系，以揭示绩效管理对绩效的影响。有证据表明，公共组织的社会和历史愿望显着影响其绩效的改善，如行为理论所预测的。我们还报告了支持转换愿望假设的证据;组织表现低于其他类似组织的平均表现，渴望达到平均水平，而组织表现高于平均水平，渴望相对于自己的历史地位提高绩效。总体而言，我们的研究结果提供了广泛的支持存在的消极偏见，在公共管理人员的决策，以及相关的行为理论和有限理性的背景下，公共行政。
In this study, we examine organizational responses to performance management in the public sector by studying Korean public agencies responses to their annual performance feedback. In doing so, we employed a regression discontinuity design that exploits the relationship between performance grades and the numeric inputs that determine the grades to uncover the impact of performance management on performance. Evidence suggests that the social and historical aspirations of public organizations significantly influence their performance improvement, as predicted by behavioral theory. We also report evidence supporting the switching aspiration hypothesis; organizations performing below the mean performance of similar others aspire to the average, whereas organizations performing above the mean aspire to improve performance relative to their own historical positions. Overall, our findings provide broad support for the existence of negativity bias in public managers decision making as well as for the relevance of behavioral theory and bounded rationality in the context of public administration.