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Participative Management Practices for Improving Performance in Public Sector Organizations: Mediating Roles of Performance Feedback

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  • Taejun Cho
  • Chandong Kim

Abstract

A study examining the effects of participative management practices [i.e., participative decision making (PDM) and a self-managing work team] on organizational performance surveyed 403 employees of public enterprises run by the City of Seoul. This study considered performance feedback as a partial mediating variable. Structural equation modeling (SEM) was employed to examine the causal relationships among the variables in a structural model and to investigate construct validity and model fits in a measurement model. We found that a self-managing work team leads to performance improvements, but PDM failed to achieve an improvement in performance. Additionally, this study found that performance feedback played a partial mediating effect on the relationship between a self-managing work team and performance. We discuss the theoretical and practical implications of the findings.

Suggested Citation

  • Taejun Cho & Chandong Kim, 2009. "Participative Management Practices for Improving Performance in Public Sector Organizations: Mediating Roles of Performance Feedback," International Review of Public Administration, Taylor & Francis Journals, vol. 13(3), pages 35-51, January.
    • Handle: RePEc:taf:rrpaxx:v:13:y:2009:i:3:p:35-51
    DOI: 10.1080/12294659.2009.10805129
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    References listed on IDEAS

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    1. Ruth Wageman, 2001. "How Leaders Foster Self-Managing Team Effectiveness: Design Choices Versus Hands-on Coaching," Organization Science, INFORMS, vol. 12(5), pages 559-577, October.
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