000			01530pab a2200157 454500
008			180718b2014 xxu||||| |||| 00| 0 eng d
100			_aNielsen, Poul Aaes
245			_aLearning from performance feedback: Performance information, aspiration levels, and managerial priorities
260			_c2014
300			_ap.142-160.
520			_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.
650			_aPerformance appraisal
773			_aPublic Administration
908			_aN
909			_a103781
999			_c103777 _d103777