Does performance management affect job turnover intention in the federal government?

Abstract

From a reform strategy that promises to restore citizen confidence in government, to a hydra-headed monster that has produced unintended negative consequences, performance management has indeed been a controversial topic in the field of public administration. This study examines how performance-based management practices shape organizational behavior, specifically employee job turnover intention. Using data from the 2005 Merit Principles Survey, the authors find that performance-based reward system and performance-supporting supervision are associated with a decrease in the likelihood that federal employees will leave their agencies. The implications of the findings are discussed in the study.