Relationships with management, NPM, discretionary power and performance

Yvonne Brunetto*, Matthew John Xerri, Elisabetta Trinchero, Rona Beattie, Rodney S. Farr-Wharton, Kate Shacklock, Elio Borgonovi, Frank Crossan

*Corresponding author for this work

Research output: Contribution to conferenceAbstractpeer-review

Abstract

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.
Original languageEnglish
DOIs
Publication statusPublished - Jan 2014

Keywords

  • workplace relationships
  • public/private sector
  • Discretionary power

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