Managing Expectations to Create High Performance Government

Enhanced performance has been the focus of public administration and management research for years. High performance organizations have characteristics that differentiate them from others; they also utilize high performance work practices (HPWPs). A core HPWP is performance management, which seeks t...

Celý popis

Uloženo v:
Podrobná bibliografie
Vydáno v:Review of public personnel administration Ročník 39; číslo 2; s. 185 - 208
Hlavní autoři: Blackman, Deborah A., Buick, Fiona, O’Flynn, Janine, O’Donnell, Michael, West, Damian
Médium: Journal Article
Jazyk:angličtina
Vydáno: Los Angeles, CA SAGE Publications 01.06.2019
SAGE PUBLICATIONS, INC
Témata:
Expectancy theories
Expectancy theory
Expectations
Intellectuals
Management
Organizational culture
Organizational effectiveness
Performance management
Public administration
Qualitative research
Role clarity
Theory
managing expectations
public sector
qualitative research
expectancy theory
performance management
high performance
ISSN:0734-371X, 1552-759X
On-line přístup:Získat plný text
Tagy: Přidat tag
Žádné tagy, Buďte první, kdo vytvoří štítek k tomuto záznamu!
Abstract Enhanced performance has been the focus of public administration and management research for years. High performance organizations have characteristics that differentiate them from others; they also utilize high performance work practices (HPWPs). A core HPWP is performance management, which seeks to align individual performance with organizational outcomes. We posit that performance management can enable high performance through managing employee expectations. Drawing on a study undertaken in the Australian Public Service, we demonstrate how using an expectancy theory lens helps explain how performance management can support high performance. We suggest that all three elements of expectancy theory—valance, expectancy, and instrumentality—need to be in place to support the creation of goal and role clarity, critical components of high performance. This offers practitioners a way of structuring effective conversations and scholars the opportunity to consider the theoretical implications of linking expectancy theories, performance management, and high performance.
AbstractList Enhanced performance has been the focus of public administration and management research for years. High performance organizations have characteristics that differentiate them from others; they also utilize high performance work practices (HPWPs). A core HPWP is performance management, which seeks to align individual performance with organizational outcomes. We posit that performance management can enable high performance through managing employee expectations. Drawing on a study undertaken in the Australian Public Service, we demonstrate how using an expectancy theory lens helps explain how performance management can support high performance. We suggest that all three elements of expectancy theory—valance, expectancy, and instrumentality—need to be in place to support the creation of goal and role clarity, critical components of high performance. This offers practitioners a way of structuring effective conversations and scholars the opportunity to consider the theoretical implications of linking expectancy theories, performance management, and high performance.
Author West, Damian
Buick, Fiona
Blackman, Deborah A.
O’Flynn, Janine
O’Donnell, Michael
Author_xml – sequence: 1
  givenname: Deborah A.
  surname: Blackman
  fullname: Blackman, Deborah A.
– sequence: 2
  givenname: Fiona
  surname: Buick
  fullname: Buick, Fiona
  email: f.buick@adfa.edu.au
– sequence: 3
  givenname: Janine
  surname: O’Flynn
  fullname: O’Flynn, Janine
– sequence: 4
  givenname: Michael
  surname: O’Donnell
  fullname: O’Donnell, Michael
– sequence: 5
  givenname: Damian
  surname: West
  fullname: West, Damian
BookMark eNp9kM1LAzEQxYNUsK3ePS54Xs3nZoMnKbUVKnpQ6G1Jssm6pU1qkor-9-6yglDQ08zw3m9meBMwct4ZAC4RvEaI8xvICSUcrbseIkbpCRgjxnDOmViPwLiX814_A5MYNxAiTBkfg9tH6WTTuiabf-6NTjK13sUs-WwWjEwmW7bNW_ZsgvVhJ5022cJ_mOB2xqVzcGrlNpqLnzoFr_fzl9kyXz0tHmZ3q1wThlJuFWWKCq1wWZSEa4usLmEtGMUFEt3I64IpVdBSGCmMIjXlUlGOrUWdkZIpuBr27oN_P5iYqo0_BNedrDDGQhAkRO-Cg0sHH2MwttqHdifDV4Vg1UdUHUfUIcURotshgRRku_0PzAcwysb8fvOn_xuInHgo
CitedBy_id crossref_primary_10_3390_su13042109
crossref_primary_10_1111_puar_13834
crossref_primary_10_1177_0734371X231220938
crossref_primary_10_1080_13602381_2021_1943941
crossref_primary_10_1108_PR_07_2021_0492
crossref_primary_10_1080_14697017_2022_2040570
crossref_primary_10_1111_1467_8500_12262
crossref_primary_10_1111_1467_8500_12293
crossref_primary_10_18267_j_cebr_328
crossref_primary_10_1007_s43546_021_00128_8
crossref_primary_10_1177_0734371X211052675
crossref_primary_10_1177_0734371X241227427
crossref_primary_10_3390_admsci12020053
crossref_primary_10_1177_00910260211001397
Cites_doi 10.1007/BF02766777
10.1093/jopart/mus058
10.1016/0147-1767(85)90062-8
10.1177/0734371X11421496
10.1108/EUM0000000005801
10.2307/41166352
10.1016/S0883-9026(98)00033-0
10.1007/s12564-010-9131-z
10.1037/a0014945
10.1177/002224377401100302
10.1037/0021-9010.81.5.575
10.1037/0021-9010.84.1.123
10.2307/256741
10.2224/sbp.2011.39.2.251
10.2307/254768
10.1046/j.1365-2575.1998.00040.x
10.5296/jmr.v4i4.2062
10.1177/001872677402700202
10.2307/256500
10.17763/haer.60.4.n4405243p6635752
10.2753/PMR1530-9576340105
10.1177/0149206310365901
10.1016/0030-5073(71)90007-9
10.1007/s11187-011-9354-3
10.1111/j.1754-9434.2011.01315.x
10.5465/AMR.1976.4396458
10.1037/0021-9010.77.2.130
10.1111/j.1748-8583.2001.tb00036.x
10.1080/10967494.2013.796257
10.1177/0734371X0002000203
10.22459/MUADUP.10.2015.05
10.1111/j.1540-6210.2010.02196.x
10.1080/10967490801887947
ContentType Journal Article
Copyright The Author(s) 2017
Copyright_xml – notice: The Author(s) 2017
DBID AAYXX
CITATION
7UB
DOI 10.1177/0734371X17701544
DatabaseName CrossRef
Worldwide Political Science Abstracts
DatabaseTitle CrossRef
Worldwide Political Science Abstracts
DatabaseTitleList Worldwide Political Science Abstracts

CrossRef
DeliveryMethod fulltext_linktorsrc
Discipline Government
EISSN 1552-759X
EndPage 208
ExternalDocumentID 10_1177_0734371X17701544
10.1177_0734371X17701544
GrantInformation_xml – fundername: Australian Public Service Commission
GroupedDBID -TM
-~X
.2G
.2L
01A
09Z
0R~
123
18M
1XV
1~K
29P
31S
31V
31W
31X
4.4
54M
56W
5VS
AABOD
AACKU
AADIR
AADUE
AAGGD
AAGLT
AAJPV
AAKTJ
AAMFR
AANSI
AAOYI
AAPEO
AAQDB
AAQXI
AARIX
AATAA
AAWLO
ABAWP
ABCCA
ABCJG
ABEIX
ABFXH
ABHQH
ABIDT
ABKRH
ABPNF
ABQKF
ABQPY
ABQXT
ABRHV
ABUJY
ABYTW
ACAEP
ACDXX
ACFUR
ACFZE
ACGFO
ACGFS
ACHQT
ACJER
ACLZU
ACMJI
ACNCT
ACOFE
ACOXC
ACROE
ACRPL
ACRYD
ACSIQ
ACUFS
ACUIR
ADDLC
ADEBD
ADEIA
ADINF
ADNMO
ADNON
ADPEE
ADRRZ
ADSTG
ADTOS
ADUKL
ADXQA
ADYCS
AEDXQ
AEGGN
AEILP
AEOBU
AESMA
AESZF
AEUHG
AEVPJ
AEWDL
AEWHI
AEXNY
AFEET
AFKBI
AFKRG
AFMOU
AFQAA
AFUIA
AFWMB
AGCSZ
AGDVU
AGKLV
AGNHF
AGNWV
AGQPQ
AGWNL
AHDMH
AHHFK
AHWHD
AJUZI
AKNUK
AKVCP
ALFTD
ALMA_UNASSIGNED_HOLDINGS
ALNCK
ANDLU
ARTOV
ASPBG
AUTPY
AUVAJ
AVWKF
AYPQM
AZFZN
B8O
B8S
B8T
B8Z
BDZRT
BKOMP
BMVBW
BPACV
BYIEH
CAG
CBRKF
CCGJY
CEADM
COF
CS3
DD0
DD~
DG~
DOPDO
DV7
DV8
EBS
EJD
FAC
FAS
FEDTE
FHBDP
FJW
GROUPED_SAGE_PREMIER_JOURNAL_COLLECTION
H13
HF~
HVGLF
HZ~
J8X
LGEZI
LOTEE
LPU
MS~
N9A
NADUK
NXXTH
O9-
OHT
P.B
P2P
PQQKQ
Q1R
Q7O
Q7P
Q7X
ROL
RWL
RXW
S01
SASJQ
SAUOL
SBI
SCNPE
SFB
SFC
SFI
SFK
SFT
SGP
SGU
SGV
SHB
SHF
SHM
SPJ
SPP
SQCSI
SSDHQ
TAE
TN5
U5U
XOL
YF5
ZCG
ZPLXX
ZPPRI
~32
0SE
AAEJI
AAPII
AAYXX
ABUAX
ACCVC
AHQJS
AJGYC
AJHME
AJVBE
AMNSR
CITATION
7UB
ID FETCH-LOGICAL-c351t-fb45b49cb286837cf1fc80d9542619cf17d65bb6489ea9eb3d47ab472ff1c8043
IEDL.DBID AEVPJ
ISICitedReferencesCount 14
ISICitedReferencesURI http://www.webofscience.com/api/gateway?GWVersion=2&SrcApp=Summon&SrcAuth=ProQuest&DestLinkType=CitingArticles&DestApp=WOS_CPL&KeyUT=000469385700002&url=https%3A%2F%2Fcvtisr.summon.serialssolutions.com%2F%23%21%2Fsearch%3Fho%3Df%26include.ft.matches%3Dt%26l%3Dnull%26q%3D
ISSN 0734-371X
IngestDate Sun Nov 09 03:22:14 EST 2025
Sat Nov 29 08:15:57 EST 2025
Tue Nov 18 21:40:42 EST 2025
Tue Jun 17 22:51:56 EDT 2025
IsDoiOpenAccess false
IsOpenAccess true
IsPeerReviewed true
IsScholarly true
Issue 2
Keywords managing expectations
public sector
qualitative research
expectancy theory
performance management
high performance
Language English
LinkModel DirectLink
MergedId FETCHMERGED-LOGICAL-c351t-fb45b49cb286837cf1fc80d9542619cf17d65bb6489ea9eb3d47ab472ff1c8043
Notes ObjectType-Article-1
SourceType-Scholarly Journals-1
ObjectType-Feature-2
content type line 14
OpenAccessLink http://handle.unsw.edu.au/1959.4/unsworks_44388
PQID 2229931994
PQPubID 38215
PageCount 24
ParticipantIDs proquest_journals_2229931994
crossref_primary_10_1177_0734371X17701544
crossref_citationtrail_10_1177_0734371X17701544
sage_journals_10_1177_0734371X17701544
PublicationCentury 2000
PublicationDate 20190600
2019-06-00
20190601
PublicationDateYYYYMMDD 2019-06-01
PublicationDate_xml – month: 6
  year: 2019
  text: 20190600
PublicationDecade 2010
PublicationPlace Los Angeles, CA
PublicationPlace_xml – name: Los Angeles, CA
– name: Columbia
PublicationTitle Review of public personnel administration
PublicationYear 2019
Publisher SAGE Publications
SAGE PUBLICATIONS, INC
Publisher_xml – name: SAGE Publications
– name: SAGE PUBLICATIONS, INC
References Kerr 1995; 9
Oliver 1974; 11
Perry, Hondeghem, Wise 2010; 70
Ivancevich, Donnelly 1974; 17
Renko 2012; 39
Brandi, Kemelgor 2015; 8
Liao, Liu, Pi 2011; 39
Lunenburg 2011; 15
Ha, Sung 2011; 12
Christensen, Whiting, Im, Rho, Stritch, Park 2013; 16
Cho, Lee 2012; 32
Guba 1981; 29
Jung 2014; 24
Miller, Grush 1988; 31
Krueger, Reilly, Carsrud 2000; 15
Pulakos, O’Leary 2011; 4
Schmidt, Dolls 2009; 94
Pandey, Wright, Moynihan 2008; 11
Van Eerde, Thierry 1996; 81
de Waal 2010; 34
Connolly 1976; 1
Huselid 1995; 38
Darke, Shanks, Broadbent 1998; 8
de Waal 2012; 4
Gephart, Van Buren 1996; 50
Neely, Najjar 2006; 48
Sawyer 1992; 77
Hubbard, Purcell 2001; 11
Wahba, House 1974; 27
Yoon Jik, Poister 2014; 42
Mayer, Davis 1999; 84
O’Donnell, O’Brien 2000; 20
Kehoe, Wright 2013; 39
Stenbacka 2001; 39
Lyons 1971; 6
Mishler 1990; 60
Armstrong M. (bibr3-0734371X17701544) 2004
Blackman D. (bibr9-0734371X17701544) 2012
Yin R. K. (bibr62-0734371X17701544) 2014
bibr30-0734371X17701544
Patton M. Q. (bibr46-0734371X17701544) 1990
Pickering J. W. (bibr48-0734371X17701544) 2008
Stake R. E. (bibr56-0734371X17701544) 2008
Blackman D. (bibr11-0734371X17701544) 2016
bibr8-0734371X17701544
bibr20-0734371X17701544
Vroom V. G. (bibr60-0734371X17701544) 1964
bibr47-0734371X17701544
bibr29-0734371X17701544
McBride D. (bibr39-0734371X17701544) 2008
bibr12-0734371X17701544
bibr21-0734371X17701544
Lunenburg F. C. (bibr36-0734371X17701544) 2011; 15
bibr38-0734371X17701544
bibr40-0734371X17701544
bibr58-0734371X17701544
bibr45-0734371X17701544
bibr61-0734371X17701544
bibr6-0734371X17701544
bibr24-0734371X17701544
bibr37-0734371X17701544
bibr19-0734371X17701544
Yoon Jik C. (bibr63-0734371X17701544) 2014; 42
Agranoff R. (bibr2-0734371X17701544) 1991; 1
bibr1-0734371X17701544
Price M. (bibr49-0734371X17701544) 2011
bibr53-0734371X17701544
bibr26-0734371X17701544
bibr43-0734371X17701544
bibr18-0734371X17701544
bibr35-0734371X17701544
bibr50-0734371X17701544
bibr4-0734371X17701544
bibr52-0734371X17701544
Blackman D. (bibr10-0734371X17701544) 2013
bibr33-0734371X17701544
bibr59-0734371X17701544
bibr17-0734371X17701544
bibr16-0734371X17701544
Bryman A. (bibr14-0734371X17701544) 2004
bibr42-0734371X17701544
bibr34-0734371X17701544
Silverman D. (bibr55-0734371X17701544) 2013
bibr51-0734371X17701544
bibr7-0734371X17701544
bibr15-0734371X17701544
bibr54-0734371X17701544
bibr41-0734371X17701544
bibr28-0734371X17701544
Gephart M. A. (bibr22-0734371X17701544) 1996; 50
bibr57-0734371X17701544
Kerr S. (bibr32-0734371X17701544) 1995; 9
bibr31-0734371X17701544
Hughes O. (bibr27-0734371X17701544) 2003
bibr44-0734371X17701544
bibr5-0734371X17701544
Brandi J. (bibr13-0734371X17701544) 2015; 8
bibr23-0734371X17701544
Hellriegel D. (bibr25-0734371X17701544) 2007
References_xml – volume: 15
  start-page: 411
  issue: 5-6
  year: 2000
  end-page: 432
  article-title: Competing models of entrepreneurial intentions
  publication-title: Journal of Business Venturing
– volume: 60
  start-page: 415
  year: 1990
  end-page: 443
  article-title: Validation in inquiry-guided research: The role of exemplars in narrative studies
  publication-title: Harvard Educational Review
– volume: 9
  start-page: 7
  issue: 1
  year: 1995
  end-page: 14
  article-title: On the folly of rewarding A, while hoping for B
  publication-title: Academy of Management Executive
– volume: 38
  start-page: 635
  year: 1995
  end-page: 672
  article-title: The impact of human resource management practices on turnover, productivity, and corporate financial performance
  publication-title: Academy of Management Journal
– volume: 16
  start-page: 28
  year: 2013
  end-page: 52
  article-title: Public service motivation, task, and non-task behavior: A performance appraisal experiment with Korean MPA and MBA students
  publication-title: International Public Management Journal
– volume: 70
  start-page: 681
  year: 2010
  end-page: 690
  article-title: Revisiting the motivational bases of public service: Twenty years of research and an agenda for the future
  publication-title: Public Administration Review
– volume: 15
  start-page: 1
  issue: 1
  year: 2011
  end-page: 6
  article-title: Expectancy theory of motivation: Motivating by altering expectations
  publication-title: International Journal of Management, Business, and Administration
– volume: 11
  start-page: 17
  issue: 2
  year: 2001
  end-page: 33
  article-title: Managing employee expectations during acquisitions
  publication-title: Human Resource Management Journal
– volume: 11
  start-page: 89
  year: 2008
  end-page: 108
  article-title: Public service motivation and interpersonal citizenship behavior in public organizations: Testing a preliminary model
  publication-title: International Public Management Journal
– volume: 27
  start-page: 121
  year: 1974
  end-page: 147
  article-title: Expectancy theory in work and motivation: Some logical and methodological issues
  publication-title: Human Relations
– volume: 4
  start-page: 39
  issue: 4
  year: 2012
  end-page: 70
  article-title: Characteristics of high performance organisations
  publication-title: Journal of Management Research
– volume: 20
  start-page: 20
  year: 2000
  end-page: 34
  article-title: Performance based pay in the Australian Public Service: Employee perspectives
  publication-title: Review of Public Personnel Administration
– volume: 17
  start-page: 28
  year: 1974
  end-page: 36
  article-title: A study of role clarity and need for clarity for three occupational groups
  publication-title: Academy of Management Journal
– volume: 8
  start-page: 44
  year: 2015
  end-page: 70
  article-title: An expectancy theory model of initial public offerings profile
  publication-title: American Journal of Entrepreneurship
– volume: 94
  start-page: 678
  year: 2009
  end-page: 691
  article-title: Something’s got to give: The effects of dual-goal difficulty, goal progress, and expectancies on resource allocation
  publication-title: Journal of Applied Psychology
– volume: 6
  start-page: 99
  year: 1971
  end-page: 110
  article-title: Role clarity, need for clarity, satisfaction, tension, and withdrawal
  publication-title: Organizational Behavior and Human Performance
– volume: 32
  start-page: 236
  year: 2012
  end-page: 259
  article-title: Performance management and trust in supervisors
  publication-title: Review of Public Personnel Administration
– volume: 84
  start-page: 123
  year: 1999
  end-page: 136
  article-title: The effect of the performance appraisal system on trust for management: A field quasi-experiment
  publication-title: Journal of Applied Psychology
– volume: 81
  start-page: 575
  year: 1996
  end-page: 586
  article-title: Vroom’s expectancy models and work-related criteria: A meta-analysis
  publication-title: Journal of Applied Psychology
– volume: 39
  start-page: 251
  year: 2011
  end-page: 264
  article-title: Modeling motivations for blogging: An expectancy theory analysis
  publication-title: Social Behavior and Personality
– volume: 50
  start-page: 21
  issue: 10
  year: 1996
  end-page: 36
  article-title: Building synergy: The power of high performance work systems
  publication-title: Training & Development
– volume: 48
  start-page: 101
  year: 2006
  end-page: 114
  article-title: Management learning not management control: The true role of performance measurement
  publication-title: California Management Review
– volume: 39
  start-page: 667
  year: 2012
  end-page: 684
  article-title: Expectancy theory and nascent entrepreneurship
  publication-title: Small Business Economics
– volume: 29
  start-page: 75
  year: 1981
  end-page: 91
  article-title: Criteria for assessing the trustworthiness of naturalistic inquiries
  publication-title: Educational Communication and Technology
– volume: 1
  start-page: 37
  issue: 4
  year: 1976
  end-page: 47
  article-title: Some conceptual and methodological issues in expectancy models of work performance motivation
  publication-title: Academy of Management Review
– volume: 4
  start-page: 146
  year: 2011
  end-page: 164
  article-title: Why is performance management broken?
  publication-title: Industrial and Organizational Psychology
– volume: 8
  start-page: 273
  year: 1998
  end-page: 289
  article-title: Successfully completing case study research: Combining rigour, relevance and pragmatism
  publication-title: Information Systems Journal
– volume: 77
  start-page: 130
  year: 1992
  end-page: 142
  article-title: Goal and process clarity: Specification of multiple constructs of role ambiguity and a structural equation model of their antecedents and consequences
  publication-title: Journal of Applied Psychology
– volume: 24
  start-page: 209
  year: 2014
  end-page: 234
  article-title: Why are goals important in the public sector? Exploring the benefits of goal clarity for reducing turnover intention
  publication-title: Journal of Public Administration Research and Theory
– volume: 31
  start-page: 107
  year: 1988
  end-page: 122
  article-title: Improving predictions in expectancy theory research: Effects of personality, expectancies, and norms
  publication-title: Academy of Management Journal
– volume: 39
  start-page: 551
  year: 2001
  end-page: 556
  article-title: Qualitative research requires quality concepts of its own
  publication-title: Management Decision
– volume: 39
  start-page: 366
  year: 2013
  end-page: 391
  article-title: The impact of high-performance human resource practices on employees’ attitudes and behaviors
  publication-title: Journal of Management
– volume: 11
  start-page: 243
  year: 1974
  end-page: 253
  article-title: Expectancy theory predictions of salesmen’s performance
  publication-title: Journal of Marketing Research
– volume: 34
  start-page: 81
  year: 2010
  end-page: 103
  article-title: Achieving high performance in the public sector
  publication-title: Public Performance & Management Review
– volume: 12
  start-page: 129
  year: 2011
  end-page: 141
  article-title: Teacher reactions to the performance-based bonus program: How the expectancy theory works in the South Korean school culture
  publication-title: Asia Pacific Education Review
– volume: 42
  start-page: 179
  year: 2014
  end-page: 196
  article-title: Managerial practices, trust in leadership, and performance: Case of the Georgia department of transportation
  publication-title: Public Personnel Management
– ident: bibr23-0734371X17701544
  doi: 10.1007/BF02766777
– ident: bibr30-0734371X17701544
  doi: 10.1093/jopart/mus058
– volume: 9
  start-page: 7
  issue: 1
  year: 1995
  ident: bibr32-0734371X17701544
  publication-title: Academy of Management Executive
– ident: bibr35-0734371X17701544
  doi: 10.1016/0147-1767(85)90062-8
– ident: bibr16-0734371X17701544
  doi: 10.1177/0734371X11421496
– ident: bibr58-0734371X17701544
  doi: 10.1108/EUM0000000005801
– ident: bibr42-0734371X17701544
  doi: 10.2307/41166352
– ident: bibr33-0734371X17701544
  doi: 10.1016/S0883-9026(98)00033-0
– volume-title: Building high performance government through lean six sigma
  year: 2011
  ident: bibr49-0734371X17701544
– ident: bibr5-0734371X17701544
– volume: 1
  start-page: 203
  volume-title: Research in public administration
  year: 1991
  ident: bibr2-0734371X17701544
– volume: 15
  start-page: 1
  issue: 1
  year: 2011
  ident: bibr36-0734371X17701544
  publication-title: International Journal of Management, Business, and Administration
– ident: bibr57-0734371X17701544
– volume-title: Organizational behavior
  year: 2007
  ident: bibr25-0734371X17701544
– ident: bibr24-0734371X17701544
  doi: 10.1007/s12564-010-9131-z
– ident: bibr54-0734371X17701544
  doi: 10.1037/a0014945
– ident: bibr44-0734371X17701544
  doi: 10.1177/002224377401100302
– volume-title: Qualitative evaluation and research methods
  year: 1990
  ident: bibr46-0734371X17701544
– ident: bibr50-0734371X17701544
– ident: bibr59-0734371X17701544
  doi: 10.1037/0021-9010.81.5.575
– volume: 8
  start-page: 44
  year: 2015
  ident: bibr13-0734371X17701544
  publication-title: American Journal of Entrepreneurship
– ident: bibr38-0734371X17701544
  doi: 10.1037/0021-9010.84.1.123
– volume-title: Public management and administration: An introduction
  year: 2003
  ident: bibr27-0734371X17701544
– volume: 42
  start-page: 179
  year: 2014
  ident: bibr63-0734371X17701544
  publication-title: Public Personnel Management
– ident: bibr28-0734371X17701544
  doi: 10.2307/256741
– ident: bibr34-0734371X17701544
  doi: 10.2224/sbp.2011.39.2.251
– volume-title: Case study research: Design and methods
  year: 2014
  ident: bibr62-0734371X17701544
– ident: bibr4-0734371X17701544
– volume-title: Strengthening the performance framework: Towards a high performing Australian Public Service
  year: 2013
  ident: bibr10-0734371X17701544
– ident: bibr29-0734371X17701544
  doi: 10.2307/254768
– start-page: 127
  volume-title: The trusted leader: Building the relationships that make government work
  year: 2008
  ident: bibr48-0734371X17701544
– ident: bibr15-0734371X17701544
– ident: bibr19-0734371X17701544
  doi: 10.1046/j.1365-2575.1998.00040.x
– ident: bibr21-0734371X17701544
  doi: 10.5296/jmr.v4i4.2062
– ident: bibr61-0734371X17701544
  doi: 10.1177/001872677402700202
– ident: bibr7-0734371X17701544
– ident: bibr40-0734371X17701544
  doi: 10.2307/256500
– ident: bibr41-0734371X17701544
  doi: 10.17763/haer.60.4.n4405243p6635752
– ident: bibr20-0734371X17701544
  doi: 10.2753/PMR1530-9576340105
– ident: bibr8-0734371X17701544
– ident: bibr31-0734371X17701544
  doi: 10.1177/0149206310365901
– volume: 50
  start-page: 21
  issue: 10
  year: 1996
  ident: bibr22-0734371X17701544
  publication-title: Training & Development
– ident: bibr37-0734371X17701544
  doi: 10.1016/0030-5073(71)90007-9
– volume-title: Doing qualitative research
  year: 2013
  ident: bibr55-0734371X17701544
– ident: bibr52-0734371X17701544
  doi: 10.1007/s11187-011-9354-3
– ident: bibr51-0734371X17701544
  doi: 10.1111/j.1754-9434.2011.01315.x
– ident: bibr6-0734371X17701544
– volume-title: Strategic management model for public organizations: Looking for effective, efficient, transparent, ethical, and accountable organizations
  year: 2008
  ident: bibr39-0734371X17701544
– ident: bibr18-0734371X17701544
  doi: 10.5465/AMR.1976.4396458
– ident: bibr1-0734371X17701544
– volume-title: Developing high performance: Performance management in the Australian Public Service
  year: 2012
  ident: bibr9-0734371X17701544
– volume-title: Work and motivation
  year: 1964
  ident: bibr60-0734371X17701544
– ident: bibr53-0734371X17701544
  doi: 10.1037/0021-9010.77.2.130
– volume-title: Strategies of qualitative inquiry
  year: 2008
  ident: bibr56-0734371X17701544
– start-page: 149
  volume-title: Human capital management research: Influencing practice and process
  year: 2016
  ident: bibr11-0734371X17701544
– ident: bibr26-0734371X17701544
  doi: 10.1111/j.1748-8583.2001.tb00036.x
– ident: bibr17-0734371X17701544
  doi: 10.1080/10967494.2013.796257
– volume-title: Social research methods
  year: 2004
  ident: bibr14-0734371X17701544
– ident: bibr43-0734371X17701544
  doi: 10.1177/0734371X0002000203
– ident: bibr12-0734371X17701544
  doi: 10.22459/MUADUP.10.2015.05
– ident: bibr47-0734371X17701544
  doi: 10.1111/j.1540-6210.2010.02196.x
– ident: bibr45-0734371X17701544
  doi: 10.1080/10967490801887947
– volume-title: Reward management: A handbook of remuneration strategy and practice
  year: 2004
  ident: bibr3-0734371X17701544
SSID ssj0012457
Score 2.2660599
Snippet Enhanced performance has been the focus of public administration and management research for years. High performance organizations have characteristics that...
SourceID proquest
crossref
sage
SourceType Aggregation Database
Enrichment Source
Index Database
Publisher
StartPage 185
SubjectTerms Expectancy theories
Expectancy theory
Expectations
Intellectuals
Management
Organizational culture
Organizational effectiveness
Performance management
Public administration
Qualitative research
Role clarity
Theory
Title Managing Expectations to Create High Performance Government
URI https://journals.sagepub.com/doi/full/10.1177/0734371X17701544
https://www.proquest.com/docview/2229931994
Volume 39
WOSCitedRecordID wos000469385700002&url=https%3A%2F%2Fcvtisr.summon.serialssolutions.com%2F%23%21%2Fsearch%3Fho%3Df%26include.ft.matches%3Dt%26l%3Dnull%26q%3D
hasFullText 1
inHoldings 1
isFullTextHit
isPrint
journalDatabaseRights – providerCode: PRVSPB
  databaseName: SAGE HSS 2015
  customDbUrl:
  eissn: 1552-759X
  dateEnd: 99991231
  omitProxy: false
  ssIdentifier: ssj0012457
  issn: 0734-371X
  databaseCode: AEVPJ
  dateStart: 19990101
  isFulltext: true
  titleUrlDefault: http://journals.sagepub.com/
  providerName: SAGE Publications
link http://cvtisr.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMwvV07T8MwED6VlqELb0ShIA8IicG0cZyHxYCqqhViqDoA6hbFdiIh0Ra1KRL_Hl8SNzwEYmLL42wn50t89p2_D-BcuCJGMhqqPEdSHjJNY-ZqqvxYmxmISKSQOdlEMBqFk4kY12Bm98KUGlxeYVqVeaL8Z41fN65Gd8ogY8fYJXcDZ2KOcxatm1U2jYrVbkuqgVcwPL2aYmRbYT7kG7W72zagwRAnpg6N3uBxfLeOOzBeYIOa-ik2UAU2v7X5eSCrvNMPCWH5GDXc_u-324Gt0pslvcL8dqGWzPagWfH37sO1JUIiCKqsisD_kmRz0kd3NSGYaELG1fYFUpU-gIfh4L5_S0vCBqpcz8loKrknuVCShb6Z-KrUSVXY1cLL52nmNNC-J6XPQ5HExgxczYNY8oClqWMEuXsI9dl8lhwB4aESoVCJ8VBTzrpxLDRLEDzHF1qbRlrQsdqPVIlmjqQaz5FjAcy_aLEFl-sSLwWSxy-ybduhke2zCJnPhYtYyi24wA6sbv1Uz_FfBU-gaTwxUeSgtaGeLVbJKWyq1-xpuTgrrfQd2cT5Hw
linkProvider SAGE Publications
linkToHtml http://cvtisr.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMwpV1LS8NAEB60FezFt1itugcRPKw22c1j8VRKS9VaeqjSW9hXoCCttNHf724eTVUUwVtCZjbLzG52hpl8H8AFI4xbMhosPUdgGroKc5coLH2uTAbCtGAiJZsIBoNwPGbDFaqv3IKLa9tWZWaUfqyXu9siJQWEksAZm-uUQGsdqtRE7WZPVlud5-H9soTg0gzm08hjq1DWKL-N8flMKgPNld6u9Ljpbv9jojuwlceYqJUtil1Y09M9qJWsuvtwW9ATIQt1LLNy_AIlM9S2QaRGtv0DDcufClCpfQBP3c6o3cM5jQKWxHMSHAvqCcqkcEPfpKMydmIZNhXz0uzJ3AbK94Twacg0N84higZc0MCNY8cIUnIIlelsqo8A0VCykElt4saYuk3OmXK1hbTxmVLmJXW4KQwZyRxj3FJdvEROASv-xSp1uFpqvGb4Gr_INgrfRIX5I8tHzohFOK7DpfVF-eincY7_KngOm73RYz_q3w0eTqBmYiWWdYk1oJLM3_QpbMj3ZLKYn-WL7wNcz9ER
linkToPdf http://cvtisr.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMwpV1LS8NAEB60FenFt1itugcRPKxtspvH4qnUFl-UHFR6C9lHoCBtaaO_391k0_hAEbwlZHazzEyyM8zs9wGcMcISQ0aDhedwTENX4sQlEgs_kToDYYoznpNNBMNhOBqxyPbmmLMwVoOLS9NWpVeU_6zN1z2TadvWGNvaLSkJnJG-zkm0VqGus5qOdvN6t_8c3S3LCC4toD61PDYDqjrltzk-70tVsPmhvyvfcgab_1zsFmzYWBN1C-fYhhU12YFGxa67C1clTREykMeiKMsvUDZFPRNMKmTaQFBUHS5A1eg9eBr0H3s32NIpYEE8J8Mppx6nTHA39HVaKlInFWFHMi_PovRtIH2Pc5-GTCXaSETSIOE0cNPU0YKU7ENtMp2oA0A0FCxkQun4MaVuJ0mYdJWBtvGZlPolTWiXyoyFxRo3lBcvsVPCi3_RShMuliNmBc7GL7Kt0j5xaYLY8JIzYpCOm3Bu7FE9-mmew78KnsJ6dD2IH26H90fQ0CETK5rFWlDL5q_qGNbEWzZezE-s_70DeTrThQ
openUrl ctx_ver=Z39.88-2004&ctx_enc=info%3Aofi%2Fenc%3AUTF-8&rfr_id=info%3Asid%2Fsummon.serialssolutions.com&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.atitle=Managing+Expectations+to+Create+High+Performance+Government&rft.jtitle=Review+of+public+personnel+administration&rft.au=Blackman%2C+Deborah+A.&rft.au=Buick%2C+Fiona&rft.au=O%E2%80%99Flynn%2C+Janine&rft.au=O%E2%80%99Donnell%2C+Michael&rft.date=2019-06-01&rft.pub=SAGE+Publications&rft.issn=0734-371X&rft.eissn=1552-759X&rft.volume=39&rft.issue=2&rft.spage=185&rft.epage=208&rft_id=info:doi/10.1177%2F0734371X17701544&rft.externalDocID=10.1177_0734371X17701544
thumbnail_l http://covers-cdn.summon.serialssolutions.com/index.aspx?isbn=/lc.gif&issn=0734-371X&client=summon
thumbnail_m http://covers-cdn.summon.serialssolutions.com/index.aspx?isbn=/mc.gif&issn=0734-371X&client=summon
thumbnail_s http://covers-cdn.summon.serialssolutions.com/index.aspx?isbn=/sc.gif&issn=0734-371X&client=summon