01458pab a2200121 454500008004000000100002300040245011000063260000900173300001500182520108700197650002601284773002601310180718b2014   xxu||||| |||| 00| 0 eng d  aNielsen, Poul Aaes  aLearning from performance feedback: Performance information, aspiration levels, and managerial priorities  c2014  ap.142-160.  aWhile performance management is increasingly widespread, we still know little about how performance information generates learning and affects organizational responses. Recent work on performance information and learning in private business organizations, however, suggests that perceived negative performance triggers important strategic responses related to problem identification, search, and change. In turn, how performance is perceived depends on whether performance falls short of aspiration levels that are based on an organization's historical performance and the performance of peer organizations. This article adapts this model to a public sector context and tests one implication of the model, namely that public managers will increase their prioritization of goals that are currently performing below aspirations. This question is central to the study of public organizations pursuing multiple and democratically contested goals. Empirical findings based on administrative performance data and a survey of Danish school principals support this prediction. - Reproduced.  aPerformance appraisal  aPublic Administration