000			01309pab a2200181 454500
008			180718b2015 xxu||||| |||| 00| 0 eng d
100			_aTaylor, Jeannette
245			_aClosing the rhetoric-reality gap? employees' perspective of performance management in the Australian public service
260			_c2015
300			_ap.336-353.
362			_aSep
520			_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.
650			_aemployees - Australia
650			_aPerformance appraisal - Australia
650			_aPerformance appraisal
773			_aAustralian Journal of Public Administration
909			_a109253
999			_c109248 _d109248