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The relationship between employee performance management and civil servants’ turnover intentions: a test of the mediating roles of system satisfaction and affective commitment

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  • Thomas Van Waeyenberg
  • Adelien Decramer
  • Sebastian Desmidt
  • Mieke Audenaert

Abstract

In search of maximizing efficiency, public organizations found solace in the adoption of employee performance management (EPM) systems. While research supports that managing employees’ performance has favourable outcomes, it is still unclear why and under which conditions. Moreover, EPM systems might even create additional pressures and therefore increase turnover intentions and undermine public organization’s quest to maximize efficiency. We argue that when EPM systems are carried out consistently (i.e. internal consistency) and when they link civil servants’ individual goals to the organization’s strategic goals (i.e. vertical alignment), civil servants will be less likely to leave the organization. Hierarchical linear regression analysis shows that internal consistency relates to increased satisfaction with the EPM system and affective commitment to the organization. Vertical alignment relates to lower levels of turnover intentions. This relationship was mediated by EPM system satisfaction and affective commitment. These findings that contribute to our understanding of EPM systems can lead to favourable outcomes.

Suggested Citation

  • Thomas Van Waeyenberg & Adelien Decramer & Sebastian Desmidt & Mieke Audenaert, 2017. "The relationship between employee performance management and civil servants’ turnover intentions: a test of the mediating roles of system satisfaction and affective commitment," Public Management Review, Taylor & Francis Journals, vol. 19(6), pages 747-764, July.
    • Handle: RePEc:taf:rpxmxx:v:19:y:2017:i:6:p:747-764
    DOI: 10.1080/14719037.2016.1209230
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    Cited by:

    1. Van Thielen, Tine & Bauwens, Robin & Audenaert, Mieke & Van Waeyenberg, Thomas & Decramer, Adelien, 2018. "How to foster the well-being of police officers: The role of the employee performance management system," Evaluation and Program Planning, Elsevier, vol. 70(C), pages 90-98.
    2. O. B. Tomilin, 2023. "Critical Review of the University Management Practices Evolution," University Management: Practice and Analysis, Federal State Autonomous Educational Institution of Higher Education «Ural Federal University named after the first President of Russia B.N.Yeltsin»; Non-Commercial Partnership “University Management: Practice and, vol. 27(3).
    3. Dhanakorn Mulaphong, 2023. "Social Undermining in Public Sector Organizations: Examining its Effects on Employees’ Work Attitudes, Behaviors, and Performance," Public Organization Review, Springer, vol. 23(3), pages 1229-1248, September.
    4. Živilė Stankevičiūtė & Asta Savanevičienė, 2021. "Linkage between Leaders’ Behaviour in Performance Management, Organisational Justice and Work Engagement in Public Sector," Economies, MDPI, vol. 9(1), pages 1-24, February.
    5. Mahmoud Hany M. Dalloul & Zuraeda binti Ibrahim & Sharina Tajul Urus, 2023. "Financial Crises Management in Light of Accounting Information Systems Success: Investigating Direct and Indirect Influences," Sustainability, MDPI, vol. 15(10), pages 1-31, May.

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