Why Performance Information Use Varies Among Public Managers: Testing Manager-Related Explanations

Abstract

This article examines the use of performance information by public managers. It begins with a systematic review of the literature which concludes that we know relatively little about the individual characteristics of managers who report a frequent use of these data. Studies that have focused on people-related explanations have mostly tested socio-demographic variables but have only found inconclusive evidence. This article suggests theorizing more complex individual explanations. Drawing from other fields' middle-range theories, the article speculates about the effects of thus far disregarded manager-related factors. An empirical test based on survey data from German cities reveals the following preliminary findings: performance information use is explained by a high level of data ownership, creative cognitive learning preferences, the absence of cynicism, and a distinct public service motivation. Identity and emotional intelligence were found to be insignificant along with the managers' socio-demographic characteristics.

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