01426pab a2200193 454500008004000000100002200040245012000062260000900182300001500191362000800206520074500214650002600959650003800985650002601023773004801049909001101097999001901108952010501127180718b2015   xxu||||| |||| 00| 0 eng d  aTaylor, Jeannette  aClosing the rhetoric-reality gap? employees' perspective of performance management in the Australian public service  c2015  ap.336-353.  aSep  aPerformance management has been hailed by its proponents as an essential tool to enhance public service performance. Yet, its actual capacity to improve public service performance continues to be questioned by many academics. This research on a small group of Australian Public Service employees examines their perceptions on the efficacy of the performance management system in their agencies. The study respondents did not believe that their work behaviours had significantly changed in response to performance management. Obstacles to high performance include perceptions of a poorly designed performance measurement system, an inadequate level and mix of rewards offered, and inconsistencies in the implementation process. - Reproduced.  aemployees - Australia  aPerformance appraisal - Australia  aPerformance appraisal  aAustralian Journal of Public Administration  a109253  c109248d109248  00104070aIIPAbIIPAd2018-07-19hVolume no: 74, Issue no: 3pAR109713r2018-07-19w2018-07-19yAR