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Behavioral Drivers of Performance in Public-Sector Organizations: A Literature Review

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  • Aymen Asif
  • Kashif Rathore

Abstract

The main purpose of the article is to review performance management in the public sector through internal management of public employees by a micro-level approach to enhance the delivery of services by public-sector organizations. The study systematically analyses all the previous research that impacts public organizations through the behavior of public administrators. It aims to demonstrate that the behavioral aspect of public employees is as important as measurement aspects. The research methodology was based on a comprehensive and traditional literature review established on previous research studies. The literature surveyed in this article consists of peer-reviewed articles and research papers based on highly scientific databases. Thus, research finding uncovered that: leadership capacity along with management behavior toward the employee and integration of commitment-based Human Resource Management practices that build long-term commitment in which employees feel obliged toward their organizations, plays a major role in improving the performance of public-sector organizations, which in turn help in increasing the performance of the government.

Suggested Citation

  • Aymen Asif & Kashif Rathore, 2021. "Behavioral Drivers of Performance in Public-Sector Organizations: A Literature Review," SAGE Open, , vol. 11(1), pages 21582440219, February.
    • Handle: RePEc:sae:sagope:v:11:y:2021:i:1:p:2158244021989283
    DOI: 10.1177/2158244021989283
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    References listed on IDEAS

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    1. Birte Snilstveit & Sandy Oliver & Martina Vojtkova, 2012. "Narrative approaches to systematic review and synthesis of evidence for international development policy and practice," Journal of Development Effectiveness, Taylor & Francis Journals, vol. 4(3), pages 409-429, September.
    2. James Avey & Tara Wernsing & Michael Palanski, 2012. "Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership," Journal of Business Ethics, Springer, vol. 107(1), pages 21-34, April.
    3. Kenneth J. Meier & Laurence J. O'Toole, 2002. "Public management and organizational performance: The effect of managerial quality," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 21(4), pages 629-643.
    4. Sung Min Park & Qing Miao & Min Young Kim, 2015. "The role of leadership behaviors for enhancing organizational effectiveness in the Chinese public sector," International Review of Public Administration, Taylor & Francis Journals, vol. 20(2), pages 153-176, April.
    5. Swee Chua Goh & Catherine Elliott & Greg Richards, 2015. "Performance management in Canadian public organizations: findings of a multi-case study," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 64(2), pages 157-174, February.
    6. Arnaboldi, Michela & Azzone, Giovanni, 2010. "Constructing performance measurement in the public sector," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 21(4), pages 266-282.
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