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How Do Elected Officials Evaluate Performance? Goal Preferences, Governance Preferences, and the Process of Goal Reprioritization
16 references·16 citing·44 second hopsampled
How Do Elected Officials Evaluate Performance? Goal Preferences, Governance Preferences, and the Process of Goal Reprioritization (2018)How Do Elected Officials Evaluate Perform…Partisan Perceptual Bias and the Information Environment (2012)Partisan Perceptual Bias and …Is the Government to Blame? An Experimental Test of How Partisanship Shapes Perceptions of Performance and Responsibility (2011)Is the Government to Blame? A…Performance Management in the Public Sector (2010)Performance Management in the…The Dynamics of Performance Management: Constructing Information and Reform (2008)The Dynamics of Performance M…Motivated Skepticism in the Evaluation of Political Beliefs (2006)Motivated Skepticism in the E…Goal Ambiguity and Organizational Performance in U.S. Federal Agencies (2005)Goal Ambiguity and Organizati…The Role of Work Context in Work Motivation: A Public Sector Application of Goal and Social Cognitive Theories (2004)The Role of Work Context in W…The case for bureaucracy : a public administration polemic (2004)The case for bureaucracy : a …Rethinking Democratic Accountability (2002)Rethinking Democratic Account…Three Steps toward a Theory of Motivated Political Reasoning (2000)Three Steps toward a Theory o…Representative Bureaucracy and Distributional Equity: Addressing the Hard Question (1999)Representative Bureaucracy an…Multitask Principal–Agent Analyses: Incentive Contracts, Asset Ownership, and Job Design (1991)Multitask Principal–Agent Ana…The case for motivated reasoning. (1990)The case for motivated reason…Motivated inference: Self-serving generation and evaluation of causal theories. (1987)Motivated inference: Self-ser…The Art and Craft of Policy Analysis (1979)The Art and Craft of Policy A…A Theory of Cognitive Dissonance (1957)A Theory of Cognitive Dissona…Performance Feedback, Target-Setting, and Data Manipulation in a Multi-Goal Situation: Evidence from Chinese Cities (2024)Performance Feedback, Target-…Understanding goal formation in strategic public management: a proposed theoretical framework (2022)Understanding goal formation …Shared Measures (2022)Shared MeasuresPublic officials’ interpretation of conflicting performance information: goal reprioritization or unbiased decision-making? (2022)Public officials’ interpretat…Buying from Local Providers: The Role of Governance Preferences in Assessing Performance Information (2022)Buying from Local Providers: …How local governments prioritize multiple conflicting goals: Beyond the sole‐goal perspective (2021)How local governments priorit…Conflictual Accountability: Behavioral Responses to Conflictual Accountability of Agencies (2021)Conflictual Accountability: B…Tools of Control? Comparing Congressional and Presidential Performance Management Reforms (2020)Tools of Control? Comparing C…The Erosion of Trust During a Global Pandemic and How Public Administrators Should Counter It (2020)The Erosion of Trust During a…Positivity and Negativity Dominance in Citizen Assessments of Intergovernmental Sustainability Performance (2020)Positivity and Negativity Dom…Misaligned environmental governance indicators and the mismatch between government actions and positive environmental outcomes (2020)Misaligned environmental gove…Barriers to entrepreneurship in public enterprises: boards contributing to inertia (2020)Barriers to entrepreneurship …Performance information in politics: How framing, format, and rhetoric matter to politicians’ preferences (2019)Performance information in po…Loyalty or Competence: Political Use of Performance Information and Negativity Bias (2019)Loyalty or Competence: Politi…Citizens’ motivated reasoning about public performance: experimental findings from the US and Denmark (2019)Citizens’ motivated reasoning…Biased, not blind: An experimental test of self‐serving biases in service users’ evaluations of performance information (2018)Biased, not blind: An experim…The Handbook of Social Psychology (1969)Unrealistic optimism about future life events. (1980)CURRENT RESEARCH IN SOCIAL PSYCHOLOGY (1996)Social Cognition: Making Sense of People (2000)Objectivity in the Eye of the Beholder: Divergent Perceptions of Bias in Self Versus Others. (2004)A Theory of Cognitive Dissonance (2017)Dual-process theories in social psychology (1999)When Corrections Fail: The Persistence of Political Misperceptions (2010)Misinformation and Its Correction (2012)Exposure to opposing views on social media can increase political polarization (2018)Judgment under Uncertainty: Heuristics and Biases (1975)Confirmation Bias: A Ubiquitous Phenomenon in Many Guises (1998)Well-being : the foundations of hedonic psychology (1999)False-Positive Psychology (2011)The Nature of the Firm (1937)The choice of organizational form The case of franchising (1987)The Economic Institutions of Capitalism (1987)Fairness and Retaliation: The Economics of Reciprocity (2000)The New Institutional Economics: Taking Stock, Looking Ahead (2000)Intrinsic and Extrinsic Motivation (2003)The Nature and Origins of Mass Opinion (1992)The Nature and Origins of Mass Opinion. (1993)Understanding Interaction Models: Improving Empirical Analyses (2005)In Related News, That Was Wrong: The Correction of Misinformation Through Related Stories Functionality in Social Media (2015)See Something, Say Something: Correction of Global Health Misinformation on Social Media (2017)Using Expert Sources to Correct Health Misinformation in Social Media (2017)Backward Mapping: Implementation Research and Policy Decisions (1979)The Big Question for Performance Management: Why Do Managers Use Performance Information? (2010)Pulling the Levers: Transformational Leadership, Public Service Motivation, and Mission Valence (2011)COVID-19 and the policy sciences: initial reactions and perspectives (2020)Choosing Preferences by Constructing Institutions: A Cultural Theory of Preference Formation (1987)Deliberative Policy Analysis (2003)Veto Players. How Political Institutions Work (2003)The Middle Aging of New Public Management: Into the Age of Paradox? (2004)What to do when Stakeholders matter (2004)Disagreement, Ambivalence, and Engagement: The Political Consequences of Heterogeneous Networks (2004)The Automaticity of Affect for Political Leaders, Groups, and Issues: An Experimental Test of the Hot Cognition Hypothesis (2005)The Affective Tipping Point: Do Motivated Reasoners Ever “Get It”? (2010)An Experimental Test of the Expectancy-Disconfirmation Theory of Citizen Satisfaction (2013)Drivers of Performance Information Use: Systematic Literature Review and Directions for Future Research (2015)Toward More “Evidence‐Informed” Policy Making? (2015)Inequity In Social Exchange (1965)Managing Legitimacy: Strategic and Institutional Approaches (1995)Partial Least Squares Structural Equation Modeling (PLS-SEM) Using R (2021)
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References

  • 1957A Theory of Cognitive Dissonance24,224 cited
  • 1990The case for motivated reasoning.9,014 cited
  • 1991Multitask Principal–Agent Analyses: Incentive Contracts, Asset Ownership, and Job Design6,042 cited
  • 2006Motivated Skepticism in the Evaluation of Political Beliefs4,340 cited
  • 1987Motivated inference: Self-serving generation and evaluation of causal theories.1,059 cited
  • 1979The Art and Craft of Policy Analysis894 cited
  • 2008The Dynamics of Performance Management: Constructing Information and Reform843 cited
  • 2010Performance Management in the Public Sector624 cited
  • 2000Three Steps toward a Theory of Motivated Political Reasoning612 cited
  • 2012Partisan Perceptual Bias and the Information Environment565 cited
  • 2002Rethinking Democratic Accountability565 cited
  • 2005Goal Ambiguity and Organizational Performance in U.S. Federal Agencies538 cited
  • 2004The case for bureaucracy : a public administration polemic472 cited
  • 2011Is the Government to Blame? An Experimental Test of How Partisanship Shapes Perceptions of Performance and Responsibility421 cited
  • 1999Representative Bureaucracy and Distributional Equity: Addressing the Hard Question

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388 cited
  • 2004The Role of Work Context in Work Motivation: A Public Sector Application of Goal and Social Cognitive Theories384 cited
  • Cited by

    • 2021How local governments prioritize multiple conflicting goals: Beyond the sole‐goal perspective71 cited
    • 2020The Erosion of Trust During a Global Pandemic and How Public Administrators Should Counter It52 cited
    • 2022Understanding goal formation in strategic public management: a proposed theoretical framework50 cited
    • 2019Loyalty or Competence: Political Use of Performance Information and Negativity Bias47 cited
    • 2020Positivity and Negativity Dominance in Citizen Assessments of Intergovernmental Sustainability Performance34 cited
    • 2020Barriers to entrepreneurship in public enterprises: boards contributing to inertia27 cited
    • 2019Performance information in politics: How framing, format, and rhetoric matter to politicians’ preferences26 cited
    • 2018Biased, not blind: An experimental test of self‐serving biases in service users’ evaluations of performance information23 cited
    • 2020Tools of Control? Comparing Congressional and Presidential Performance Management Reforms22 cited
    • 2021Conflictual Accountability: Behavioral Responses to Conflictual Accountability of Agencies20 cited
    • 2022Shared Measures19 cited
    • 2020Misaligned environmental governance indicators and the mismatch between government actions and positive environmental outcomes19 cited
    • 2022Buying from Local Providers: The Role of Governance Preferences in Assessing Performance Information19 cited
    • 2019Citizens’ motivated reasoning about public performance: experimental findings from the US and Denmark18 cited
    • 2024Performance Feedback, Target-Setting, and Data Manipulation in a Multi-Goal Situation: Evidence from Chinese Cities18 cited
    • 2022Public officials’ interpretation of conflicting performance information: goal reprioritization or unbiased decision-making?16 cited