Performance Review and Assessment of Public Managers: Some Evidence from Local Governments in Italy

Abstract

Performance review and assessment (PRA) of public managers has been adopted in several countries, but we still lack detailed knowledge of what affects the effectiveness of PRA systems. Based on interview data and on a survey of Italian public managers, this article aims to investigate this issue by developing and testing a preliminary model of perceived effectiveness of PRA. The results suggest that PRA perceived effectiveness seems related to the clarity of the organizational design, the quality of the PRA process, the involvement of public managers in the PRA process, and the use of PRA results for tightening control.

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