Relationships with management, NPM, discretionary power and performance

This paper compares the link between workplace relationships with management and employee’s perceptions of discretionary power and performance in the public and private sector post NPM within three countries: two Anglo-American countries (Australia, United Kingdom (UK)) and in one classical Continental country (Italy). The study used survey data from 1945 employees and the analysis using SEM and ANOVAs found that whilst management impacted employee perceptions of discretionary power and performance in all three countries, there were significant differences in public and private sector employee’s engagement performance in all three countries, however, satisfaction with management differed only in Anglo-American countries. The findings suggest evidence of poor management practices across the public and private sector in each of the three countries, suggesting that the post NPM management practices waste scarce public resources by negatively impacting employee performance.