Elements of Strategic Management Process and PerformanceManagement Systems in U.S. Federal Agencies: Do Employee Managerial Levels Matter?

Abstract

This study examines the relationship between strategic planning components and performance-basedmanagement systems in U.S. federal agencies. This research explores the correlation between governmentemployee perception regarding strategic planning components in agencies and three dimensions of performancemanagement systems (performance-based promotions or rewards, fairness and accuracy of performanceappraisal, and managerial efforts to improve performance). This study also explores whether the perceivedcorrelation differs across five managerial levels (non-supervisor, team leader, supervisor, manager andexecutive). This study explores data from the 2008 Federal Human Capital Survey (FHCS), conducted by theU.S. Office of Personnel Management (OPM). This study conducts a total of 15 regression analyses for the threedependent variables and the five supervisor levels. In the models, all five components of strategic planning arepositively correlated with the three dimensions of performance management systems among all five supervisorlevels. A series of regression analyses demonstrates that the correlation differs depending on the manageriallevel of the employee. Employees at different managerial levels have different perceptions of the correlationbetween strategic planning components and each dimension of performance management systems in the publicsector.

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