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Executive-Level Performance Appraisals in Local Government: Appraisal Frequency and Job Attitudes of Executives

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  • Michael. A. Mulvaney

    (Illinois State University)

  • Jared Heaser

    (Illinois State University)

Abstract

Grounded in Strategic Leadership Theory (SLT), the exploratory study examined the effects of appraisal frequency on various work-related factors (job satisfaction, perceived board support, and organizational commitment) on executive director’s current appraisal experiences. One hundred and sixty-two executive-level professionals in local park and recreation agencies completed an online survey that was used to measure the variables of interest. Results indicated differences in executive directors’ job satisfaction, perceived board support, and organizational commitment based on the frequency in which the formal appraisal was administered. Complete and implications for organizations are discussed.

Suggested Citation

  • Michael. A. Mulvaney & Jared Heaser, 2023. "Executive-Level Performance Appraisals in Local Government: Appraisal Frequency and Job Attitudes of Executives," Public Organization Review, Springer, vol. 23(4), pages 1399-1415, December.
    • Handle: RePEc:kap:porgrv:v:23:y:2023:i:4:d:10.1007_s11115-022-00678-x
    DOI: 10.1007/s11115-022-00678-x
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    References listed on IDEAS

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    1. David Norburn, 1989. "The chief executive: A breed apart," Strategic Management Journal, Wiley Blackwell, vol. 10(1), pages 1-15, January.
    2. Yuwen Peng & Chao Mao, 2015. "The Impact of Person–Job Fit on Job Satisfaction: The Mediator Role of Self Efficacy," Social Indicators Research: An International and Interdisciplinary Journal for Quality-of-Life Measurement, Springer, vol. 121(3), pages 805-813, April.
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