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Public Performance & Management Review, Vol. 38, No. 1, September 2014, pp. 7–22. © 2014 M.E. Sharpe, Inc. All rights reserved. Permissions: www.copyright.com ISSN 1530–9576 (print), ISSN 1557–9271 (online) DOI: 10.2753/PMR1530-9576380101 7

ORgANIzAtIONAl CultuRE AND thE PARADOx Of

PERfORMANCE MANAgEMENt

JEANNEttE tAylOR University of Western Australia

ABSTRACT: Many public organizations collect information indicating whether their operations, programs, and policies achieve the desired performance outcomes, but often they do not use this information. Why do managers in some public organizations fail to use performance information to achieve desired outcomes? Why is the idea behind the implementation of performance management not reflected in the observed behavior of public managers? Organizational culture is a conceptual tool that can provide useful insights into this paradox. This article proposes that culture manifests itself at different levels of an organization and presents a set of propositions on the use of performance information that takes into account both the different levels of organizational culture and the different cultures in an organization.

KEYWORDS: organizational culture, performance information, performance information use, performance management

Performance management has received considerable research attention in recent decades, and interest continues to grow (hood, 2012). Studies have shown that performance information is used in public organizations to different extents and for different purposes (de lancer Julnes & holzer, 2001; van Dooren, Bouckaert, & halligan, 2010). In several instances, performance information is used incon- sistently, and the original idea or desired behavior behind the implementation of performance management is not reflected in the observed behavior. for example, instead of using performance information to make evidence-based policy, some public managers use it as policy-based evidence to justify a predetermined policy (Banks, 2009; feldman & March, 1981). Or the information collected is ignored by decision-makers (Pollitt, 2006; taylor, 2009). Why does this inconsistent use of performance information occur? Why does performance management cause some managers to use performance information in a manner at odds with the original, desired purpose?

this article addresses the question of this paradox in performance management. It proposes that the answer lies partly in an organization’s culture. Performance

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management essentially requires leaders of public organizations “to use culture as a tool to turn the bureaucratic paradigm on its head—to change the values, assumptions, and behaviors in public organizations” (Sanger, 2008, p. 624). At- tempts to understand the effects of performance management in an organization should, therefore, take the organization’s culture into account. there are two other reasons to focus on organizational culture. first, few studies have focused exclusively on the cultural effects of performance management in public settings. Second, research to date on performance management and organizational culture has helped us to understand what public organizations are doing with performance information, including anomalies in its use, and what purpose(s) organizational cultures use performance information for. Although this is progressively chang- ing, the bulk of the literature is less helpful in explaining why these trends occur. Acquiring a better understanding of why public organizations behave the way they do with performance information is central to our ability to implement an effective performance management system.

Performance Information Use

Performance information is promoted as a valuable and versatile decision-making aid for public managers. Atkinson, Waterhouse, and Wells (1997) differentiated three uses of performance information: (1) to coordinate (i.e., direct attention to the organization’s objectives); (2) to monitor (i.e., measure and report on perfor- mance); and (3) to diagnose (i.e., assess the cause-and-effect relationships among process performance, organizational learning, and organizational performance). Behn (2003) presented a longer list of purposes, some of which overlap with the earlier categories. he listed eight purposes of performance information: to evaluate, control, budget, motivate, promote, celebrate, learn, and improve. he indicated that improvement is the core purpose behind the other seven purposes. Van Dooren, Bouckaert, & halligan (2010) added another—to account and explain. In fact, as many as 44 potential uses have been identified (van Dooren, 2006).

Several empirical studies have shown instances in which the actual behav- ioral outcomes of performance management contradicted the desired behavioral outcomes. there have been several reports of public agencies failing to use per- formance information for purposes beyond reporting (Ammons & Rivenbark, 2008; taylor, 2009). Both academics and practitioners have noted that not many agencies actually use the performance information they collect to improve their decision-making (Pollitt, 2006; taylor, 2009; u.S. general Accounting Office, 2008). further, there have been reports of negative side effects, such as goal dis- placement and gaming (Dubnick & frederickson, 2010; heinrich & Marschke, 2010; Vakkuri & Meklin, 2006),

It is apparent that the original idea or desired behavior behind the implementa-

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tion of performance management is not always reflected in the actual behavior. Performance information use is defined as consistent when the desired behavior is realized in the actual behavior. the concept of consistent use can also be used to describe situations where a desired behavior leads to a complementary and fa- vorable behavior. thus, if an organization establishes a performance management scheme primarily to evaluate its programs (desired behavior), and its managers end up using the information to evaluate programs (actual behavior) and to improve and promote its programs (complementary, positive behaviors), then consistent use of information is said to occur. Inconsistent use arises when the actual behavior is not reflected in or undermines the desired behavior. Not using the performance information collected is one example. the earlier example of using performance information as policy-based evidence instead of fostering evidence-based policies is another. As discussed in the next section, organizational culture has a salient influence on performance information use.

The Significance of Organizational Culture for Performance Information Use

Organizational culture is conceptualized as

A pattern of shared basic assumptions learned by a group as it solved its problems of external adaptation and internal integration, which has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. (Schein, 2010, p. 18)

Organizational culture can define what is important to an organization and can affect how organization members feel and behave (O’Reilly & Chatman, 1996). this implies that it can color their views on the relevance and importance of per- formance management and the information obtained thereby. It can shape their behavioral responses to the performance information acquired.

the strong link between organizational culture and performance management has been raised by various authors. Nearly 75 years ago, friedrich (1940) asserted that it was administrators who had internalized a set of norms consistent with public purposes and who delivered public services in an effective and account- able manner. More recently, Mahler stated that the more controversial an agency’s performance results are or the more difficult a situation is for employees to assess (e.g., due to ambiguous procedures), the more employees “will rely on cultural beliefs to determine if the news is bad, good, or inconsequential” (1997, p. 535). Jennings and haist (2004) argued that the effects of performance information on organizational performance depend on the organization’s culture. Moynihan and associates pointed out that managers’ demand for performance information increases when their organizational culture supports performance management (Moynihan & landuyt, 2009; Moynihan & Pandey, 2010).

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Organizational culture has also been identified as a salient antecedent of per- formance information use. Moynihan and Pandey (2010), for example, examined 10 possible antecedents of performance information use: individual beliefs (public service motivation), job attributes (e.g., reward expectation), organizational factors (e.g., information availability), and environmental factors (e.g., citizen participa- tion). Developmental culture was found to play the fourth-most influential role, after generalist leadership, information availability, and professional influence. taylor (2011) analyzed another list of antecedents: individual attitudes toward performance management, the performance management system, stakeholder sup- port, the external environment, and organizational culture (rational, hierarchical, group, or developmental). She found that organizational culture, in the form of a rational culture, was the dominant antecedent of performance information use. Studies such as these show that performance information use is more associated with some cultures than with others.

Various models of organizational culture have been used to illustrate the effects of culture on the way in which performance management operates (hood, 2000, 2012; van Dooren et al., 2010). the models include Douglas’s (1996) grid-group theory, hofstede’s (2005) five components of culture (power distance, uncertainty avoidance, individualism vs. collectivism, masculinity vs. femininity, long-term vs. short-term orientation), and Quinn and Rohrbaugh’s (1983) competing-values framework. for example, drawing from Douglas’s grid-group theory, Van Dooren, Boukaert, and halligan (2010) proposed that different types of cultures adopt performance management differently. for instance, individualistic cultures, which stress individual effort and skill and a belief in competition, may adopt performance incentive structures. In contrast, egalitarian cultures, which emphasize a high sense of belonging to a group, are likely to be opposed to individualized incentives but receptive to performance dialogue. hierarchist cultures, which stress well-defined rules of social interaction or regulation, may require performance management to be aligned with the professional corpus of the organization. fatalist cultures, which are skeptical about organizational prescriptions for human betterment, may engage in ritualistic performance management exercises.

While many cultural frameworks have advanced our capacity to examine and understand the impact of culture on performance management, they are all sub- ject to some limitations. the first involves their distinct and ordered views of an organization’s culture. Referring to the four models under the competing-values framework—human relations, open system, internal process, and rational goal— Quinn acknowledged that “real organizations do not fall neatly into one or the other of these four models” (1988, p. 42). It is apparent that an organization’s culture is likely to be more complex and messy than the neat typologies presented in most cultural analytical schemes. hood (2012) and other researchers suggest that cultural hybrids can exist in organizations but do not elaborate on how they

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affect performance management. the second limitation pertains to the focus in most studies on a singular or dominant culture operating in an organization. It is common knowledge that there may be a mosaic of cultural views or subcultures among the members of any organization (de long & fahey, 2000; Keeton & Men- gistu, 1992). Most cultural frameworks, however, do not explain why subcultures, or “silos,” exist in organizations. Noting these limitations, the discussion will now turn to Schein’s (1984) model of organizational culture.

A Layered Perspective of Organizational Culture

Schein (1984, 2010) argues that culture manifests itself at different levels in an organization. he differentiates three levels of organizational culture, based on the extent of the cultural phenomenon’s visibility to the observer. the first level represents the artifacts that are the visible products or physical manifestations of an organization’s culture. these include the architecture, office layout, technology, dress code, manner of address, visible behavioral patterns, observable rituals and ceremonies, and published documents. Although artifacts are easy to observe, they are difficult to interpret. for example, we can describe what patterns of performance information use are discernible in an organization but not why the organization’s members behave the way they do with the information.

the second level consists of the espoused values and beliefs, or the documented norms, ideals, goals, and aspirations, of the organizational group. Analyzing at this level will increase our awareness of an organization’s culture but may reflect the members’ rationalizations or aspirations. Espoused values can be abstract and contradictory, such as when an organization claims to use performance manage- ment both to lower the costs and to raise the quality of its performance.

the third level, the basic underlying assumptions, provides a deeper understand- ing of an organization’s culture. Schein (2010) argued that failure to understand the pattern of basic assumptions will make it harder to make sense of the more visible manifestations of culture—for example, how to interpret the artifacts correctly or how much credence to give the espoused values. Basic assumptions are the unconscious, taken-for-granted, and non-negotiable beliefs and values that influence how group members think, view, and feel about things and guide their behavior. Schein (1984) explains that basic assumptions are learned responses that originated as espoused values. When a value is used to guide a behavior, and that behavior is repeatedly seen to solve a problem, the value will progressively become an underlying assumption about how things really are. As this assumption is increasingly taken for granted, it drops out of consciousness. Schein (1996) referred to basic assumptions as the “essence of culture.” they are the hardest to change and may be viewed as a “source of resistance” (Schein, 1992) or a “source of defensive routines” (Argyris, 1991) in opposition to learning and change in organizations.

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Schein’s layered approach to organizational culture is attractive for at least three reasons. first, it explains the complexity of an organization’s culture. Not only does organizational culture exist at different levels but the levels also vary in visibility and ease of change. the deeper one goes into an organization, the harder it is to identify, measure, and change the culture. Second, it allows us to examine the uniqueness of an organization’s culture. In all probability, no two organizations have precisely the same culture. Schein’s framework recognizes that different organizations can have different cultures. third, as elaborated below in Proposition 5, Schein’s framework recognizes the existence of subcultures in an organization. Discussions of culture in the literature have usually focused on the idea that there is a singular culture in any given organization. this implies that all the groups in any organization hold similar basic assumptions about performance management. In the presence of subcultures, the singular cultural approach assumes that a dominant culture will prevail. What happens when this does not occur? Schein’s framework takes into account that groups within an organization, although exposed to the same artifacts and espoused values, can be strongly divided based on the shared assumptions of their members. this enables subcultures to be examined.

the layered view of organizational culture has since been adopted by several authors (de lancer Julnes & holzer, 2001; de long & fahey, 2000; Moynihan & landuyt, 2009; Popper & lipshitz, 2004; Sanger, 2008). Schein’s framework overlaps with the organizational culture models of Mahler (1997) and of trice and Beyer (1993). Mahler’s (1997) “overt signifiers of culture” and “meanings” are similar to Schein’s artifacts and basic assumptions, respectively. the same applies to trice and Beyer’s (1993) “forms” and “substance” of culture. Similarly, O’Reilly, Chatman, and Caldwell (1991), like Schein, argued that the set of values and assumptions act as the defining elements around which norms, symbols, ritu- als, and other cultural activities revolve. A few authors have attempted to study culture using this layered approach (hall, Kutsch, & Partington, 2012; homburg & Pflesser, 2000). In sum, the view that culture can operate at different levels in an organization appears to be well accepted by many academics.

Cultural Effects of Performance Information Use

Drawing upon Schein’s framework, a series of propositions are presented below on how the different levels of an organization’s culture can shape its degree of consistent use of performance information. the first three propositions focus on the links between the three levels of organizational culture and performance in- formation use. the fourth proposition looks at the alignment among the different levels of information use. the fifth proposition concentrates on subcultures and their effects on performance information use.

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Proposition 1: Performance information use in an organization is influenced by the organization’s artifacts.

Visible artifacts, such as rituals or routines, can shape how performance informa- tion is used. Managers are likely to use performance information to make policy decisions when their organizations have created routines whereby they can do so (Kroll, 2013; Moynihan & lavertu, 2012). leavitt & March (1990) pointed to routines as the critical factor in the shaping of behavior. Organizations can facili- tate performance information use for learning purposes through learning forums (Moynihan & landuyt, 2009), learning forums are organizational routines in which employees regularly examine and discuss information and consider subsequent ac- tions aimed at improving the organization. these actions include strategic planning routines and benchmarking processes. Organizations that have formal procedures for learning can become more effective learners (Pisano, Bohmer, & Edmondson, 2001). In contrast, organizations that design procedures mainly for reporting may not foster performance information use for improved decision-making. Vakkuri & Meklin noted that most information collected at universities was not used to support decision-making but “to create coherent, and convincing histories to be told to other organizations, constituencies or stakeholders” (2003, p. 755).

Other artifacts, such as the incentive, communication, and decision-making mechanisms, can also shape performance information use. Several authors have argued that in the absence of incentives, managers are unlikely to use performance information to improve performance (hvidman & Andersen, 2013; Jennings & haist, 2004). however, attaching financial incentives to the achievement of per- formance targets can encourage managers to avoid difficult client groups so as not to endanger their achievement of the targets (Boyne & Chen, 2007). At the same time, some managers may be motivated by the satisfaction they derive from doing a good job, the social recognition they receive, or the opportunity to improve their future performance (herzberg, 1966). the design of incentives is thus important. Communication or dialogue is also important. yang and Pandey (2008) reported that managing-for-results reform efforts were positively shaped by communication adequacy and flexible structures. further, performance information is likely to be used when managers are provided with the authority to act on the information to make appropriate decisions (Raudla, 2012). Autonomy in decision-making has been reported to facilitate performance information use for organizational learning (hvidman & Andersen, 2013; Moynihan & landuyt, 2009).

Proposition 2: Performance information use in an organization is influenced by the organization’s espoused values.

Espoused values usually involve the organization defining itself in reference to the external environment, and its priorities, such as an emphasis on outcomes rather than process. Espoused values, such as the organization’s mission and

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goals, can shape employee mission valence, which is employee attraction to the organization’s purpose or mission (Wright, Moynihan, & Pandey, 2012). this is achieved by raising employee awareness of what is important to the organization. An organization’s mission can also articulate what is distinctive about the organi- zation, including a connection with and contribution to the larger policy domain (Weiss & Piderit, 1999). A clear, understandable, and distinctive organizational mission has been found to be positively related to employee mission valence (Wright & Pandey, 2011). Employees become committed to the organization’s mission (mission valence) and align their actions, which may include performance information use, to the mission.

the importance of clearly espoused values also extends to key concepts or terms of reference in an organization’s performance management and related initiatives. hall and holt (2003) found that too many conflicting benchmarking initiatives were being piloted within the British construction industry and government. they also noted the frequently interchangeable and confusing use of terminology in bench- marking. they concluded that these performance definitional issues compromised the validity of the benchmarking exercise. they argued that the development of a common language, particularly for key concepts like performance indicator and benchmarking, can contribute to the successful use of in-project measurement.

Proposition 3: Performance information use in an organization is influenced by the organization’s underlying basic assumptions.

Performance information is not value-free. far from being objective, perfor- mance information involves subjective interpretation by the managers who acquire and use it. Kaye (1995) commented that “the manager is not an unbiased recipient of information. Each manager’s perceptions are colored by his/her background, education and experience, by values and motives, and by personality and cognitive style” (p. 10). Performance management requires that judgments be made on what to measure, how to measure and interpret it, what determines success and failure, and what information is relevant or important. An organizational group’s taken-for- granted values and beliefs can influence how it views and behaviorally responds to performance management. A situation that compels managers to reexamine their basic assumptions may temporarily destabilize their “mental map” of the world. the results are anxiety and defensive behaviors (Schein, 2010).

the empirical evidence is compelling. ho (2006) reported that the use of perfor- mance information by a group of Midwestern mayors was significantly influenced by their level of interest in performance and bench marking information. Ammons and Rivenbark (2008) found that city managers who used performance informa- tion to improve services tended to have a positive attitude to comparison. Sanger indicated that changing the New york City Department of finance from a public bureaucracy into a results-based organization required “changing the hearts and

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minds” of its employees (2008, p. 621). taylor’s (2011) study of Australian govern- ment managers found high use of performance information by those who believed in the beneficial effects of the information for their agency. Similarly, Kroll (2013) found that “it is the enthusiastic manager who is willing to engage in data usability improvements which eventually leads to a higher data use.”

Proposition 4: Whether actual performance information use reflects desired use in a public organization depends on the extent of alignment among the three levels of organizational culture: its artifacts, espoused values, and basic assumptions.

Based on the first three propositions, performance information use can be af- fected at multiple levels of an organization’s culture. It is, in turn, possible for any of these levels to interact with other level(s) to affect performance information use. In presenting the three elements of their cultural framework—practices, norms, and values—which are similar to Schein’s (1984) model, de long and fahey (2000) indicated that the three elements are fundamentally interrelated. yang and Pandey (2008) showed how managing-for-results reforms interacted with vari- ous subsystems of an organization, from structures to goals and communication. feldman (2000) argued that organizational routines are not inert, as commonly viewed, but are capable of change. She reported that routines can promote continu- ous change when the following conditions hold: (1) the routines occur regularly, (2) the organizational context supports change efforts, and (3) professional em- ployees have discretion in the way they perform their tasks. She recognized the interaction between people and routines in that “people will breathe life into the routines they engage in because of the relationship between their behavior and their plans and ideals” (p. 627).

henri (2006) discussed the connections between an organization’s values and its practices or routines and their effects on performance information use. Routines include the importance placed on control systems and the nature of information flow. he described organizations that predominantly reflect control values as showing the following characteristics: formality, rigidity and conformity, tight control of operations, and highly structured and restricted flow of information. he described flexibility values as characterized by openness, responsiveness, and adaptability, informal and loose controls, open and lateral communication channels, and free flow of information across the organization. he found that managers in organizations with predominantly flexibility values used performance information to focus organizational attention, support strategic decision-making, and legitimate actions more frequently than did their counterparts in organizations with predominantly control values.

If performance information use is influenced by each of the three levels of or- ganizational culture described above, and by the connections between these levels,

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then the degree of consistency across the three levels can influence the degree of consistent use of performance information. for example, symbolic performance management occurs when an organization explicitly states the desired purpose to use performance management to learn (espoused values) but fails to put in place the necessary mechanisms to enable organization members to learn (artifacts), or most of them remain unconvinced of its value (basic assumptions). Organiza- tions can espouse performance management values but not facilitate the use of the information, because they fail to provide the essential support mechanisms or to integrate the performance management system with other key systems in the organization (yang & Pandey, 2008).

the importance of aligning the three levels of an organization’s culture is supported in several studies. In his study of cultural change in the turkish health sector, Ates (2004) proposed that the successful implementation of new pro- grams requires changes in the organization’s systems and structures (artifacts), its underlying values (assumptions), and the way management reinforces these values (espoused values). Kroll and Vogel’s study of local government manag- ers in germany found that “successful performance management is not only a function of improving data quality and reporting formats. . . . Performance targets need to be linked to higher goals and values” (2013, p. 14). the former pertains to the cultural effects of artifacts, and the latter cover the espoused values and basic assumptions. Jennings and hall (2012) indicated that the use of scientific evidence and evidence-based practices depends on the mission and mandates of the agency and its internal characteristics. Mission and mandates relate to espoused values; internal characteristics cover the visible artifacts and the less observable basic assumptions. Popper and lipshitz (2004) argued that organizational learning mechanisms (artifacts) yield productive learning if they are embedded in an appropriate normative system of shared values and beliefs. they differentiated two situations: (1) “espoused values” in which the organizational learning values are manifested by compatible rhetoric, and (2) “values in use” in which the organizational learning values are manifested by an actual investment in resources and the willingness to incur losses in order to realize compatible outcomes.

Proposition 5: Whether actual performance information use reflects desired use in a public organization depends on the extent of alignment among the cultures in the organization.

Several authors have pointed out the existence of “silos,” or subcultures, within organizations (de long & fahey, 2000; Keeton & Mengistu, 1992; Schein, 1996). Subcultures are particularly likely in large organizations, especially when units work independently under different supervisors and are geographically dispersed (glisson & James, 2002; trice & Beyer, 1993), as in the case of federal agencies

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operating in different states. Organizational subcultures tend to be based on dif- ferences between groupings, such as geography, profession, hierarchical level, and functional specialization (trice & Beyer, 1993). Subcultures within organizations often arise from the unique shared experiences of their members. According to Schein (1996), cultures occur through shared experiences of success. If members of a unit discover a way of managing a task or a stakeholder group that is con- sistently successful, they will develop their own shared assumptions on how to view and act on such matters. Even if they are all exposed to the same artifacts and espoused values, groups within an organization can be strongly divided from one another because of the shared assumptions of their members.

Divided subcultures derived from different assumptions may undermine an orga- nization’s shared purpose and organizational learning (Mahler, 1997). Schein (1996) identified three functional cultures in an organization: operator culture (units that provide support to the organization’s operational success, i.e., the bureaucrats), engi- neering culture (the professionals or technocrats), and executive culture (senior and middle management). he argued that organizational innovations often fail to occur or to survive and proliferate because of a lack of alignment among these three cultures.

the negative effects of this lack of alignment can extend to performance infor- mation use. In their study of knowledge creation, sharing, and use, de long and fahey (2000) stated that subcultures can influence what is perceived as useful, important, or valid information. Similarly, Jennings (2012) mentioned that subcul- tures may interpret performance information differently, and this may determine what information a group focuses on. Subcultures can apply different criteria in valuing information. for example, they can have conflicting preferences for dif- ferent types of performance measures or conflicting views about the importance of specific performance measures. these dissimilar views of information can lead to miscommunication and conflict within the organization. thus a lack of alignment in the assumptions of groups or cultures within an organization may contribute to inconsistent performance information use.

Conclusion

the inconsistency between desired behavior and actual behavior under a perfor- mance management system has puzzled both academics and practitioners. this article argues that an organization’s culture is an important conceptual tool that can provide useful insights into this paradox in performance management. Rather than rely on the defined but limited cultural categories provided by most cultural frameworks, this article adopts the view that culture can be analyzed at multiple levels in an organization. According to Schein (1996), behavior is a compromise among the visible artifacts of an organization, the organization’s espoused values, and the deeper assumptions of organizational groups. Any effort to understand

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performance information use, including the extent to which the use is consistent, should take these levels of organizational culture into account.

this article presents a modest set of cultural propositions that explain the occur- rence of inconsistent performance information use. the propositions are modest for two reasons. first, they have not been tested systematically, even if they are broadly in agreement with the findings of several studies of performance manage- ment and organizational culture. Second, they set aside many of the conceptual and methodological arguments about culture. Although it is not the aim here to review the challenges associated with studying organizational culture, one cannot deny that there are numerous definitions and measurement instruments of culture (Jung et al., 2009). Identifying the best approach to operationalize culture is not easy. While the more visible aspects of culture may be easier to measure (e.g., the mission statement for espoused values), the less visible assumptions pose a huge challenge. One possibility is to measure managers’ rational motives toward performance management. Schein (2009, 2010) suggested a list of questions that could be used to tap into assumptions. Systematic testing of the hypotheses can in turn take the form of laboratory-style experimentation. It could also make use of ethnographic case studies of natural public settings (Schein, 2010).

Based on the limited analysis in this article, three preliminary cultural explana- tions are provided for the inconsistency and seemingly incomprehensible aspects of several performance management schemes. first, culture exists at multiple levels in an organization. An organization that focuses on only one level of its culture to promote performance information use and fails to address the other two is un- likely to achieve its desired outcome. Second, the three levels of organizational culture are interrelated. failure to understand that changes to one level may affect another can undermine performance information use for the desired purpose. third, performance information use depends on alignment of the different levels of organizational culture and different cultures within an organization. A lack of alignment among the levels or subcultures can contribute to inconsistent use of performance information. Effective performance management, therefore, is more likely when it is integrated and aligned with an organization’s cultures.

Acknowledgment

the author acknowledges the financial support provided by the Institute Public Administra- tion Australia/university of Canberra Public Administration Research trust fund.

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22 PPMR / September 2014

Jeannette Taylor is a professor on the political science faculty at the University of Western Australia. Her research covers topics in performance management and evaluation and in public service motivation. She has published in Public Admin- istration Review and Review of Public Personnel Administration.

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