TY - JOUR A1 - Vogel, Dominik A1 - Kroll, Alexander T1 - The stability and change of psm-related values across time BT - Testing theoretical expectations against panel data JF - International public management journal N2 - This article is a response to calls in prior research that we need more longitudinal analyses to better understand the foundations of PSM and related prosocial values. There is wide agreement that it is crucial for theory building but also for tailoring hiring practices and human resource development programs to sort out whether PSM-related values are stable or developable. The article summarizes existent theoretical expectations, which turn out to be partially conflicting, and tests them against multiple waves of data from the German Socio-Economic Panel Study which covers a time period of 16 years. It finds that PSM-related values of public employees are stable rather than dynamic but tend to increase with age and decrease with organizational membership. The article also examines cohort effects, which have been neglected in prior work, and finds moderate evidence that there are differences between those born during the Second World War and later generations. Y1 - 2016 U6 - https://doi.org/10.1080/10967494.2015.1047544 SN - 1096-7494 SN - 1559-3169 VL - 19 SP - 53 EP - 77 PB - J. C. B. Mohr CY - Abingdon ER - TY - GEN A1 - Kroll, Alexander T1 - Explaining the use of performance information by public managers BT - a planned-behavior approach T2 - American review of public administration N2 - This article examines the use of performance information by public managers. It reviews literature on the impact of attitudes and social norm and puts forward a psychological-cognitive model based on the theory of planned behavior. The article finds support for this model emphasizing that performance data use is a goal-directed, reasoned action. Another critical result is that managers who consciously intend to use performance data also make sure that the data in their division are of good quality which, in turn, fosters information use. These findings indicate thatin addition to organizational routinescognitive factors are promising starting points for interventions to foster managers' data use. The article is based on survey data from German cities. T3 - Zweitveröffentlichungen der Universität Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe - 88 KW - performance measurement KW - management analysis KW - organizational behavior KW - psychology KW - information and communication technology KW - public management issues Y1 - 2018 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:517-opus4-404504 ER - TY - GEN A1 - Vogel, Dominik A1 - Kroll, Alexander T1 - The Stability and Change of PSM-related Values across Time BT - Testing Theoretical Expectations against Panel Data N2 - This article is a response to calls in prior research that we need more longitudi-nal analyses to better understand the foundations of PSM and related prosocial values. There is wide agreement that it is crucial for theory-building but also for tailoring hiring practices and human resource development programs to sort out whether PSM-related values are stable or developable. The article summarizes existent theoretical expecta-tions, which turn out to be partially conflicting, and tests them against multiple waves of data from the German Socio-Economic Panel Study which covers a time period of sixteen years. It finds that PSM-related values of public employees are stable rather than dynamic but tend to increase with age and decrease with organizational member-ship. The article also examines cohort effects, which have been neglected in prior work, and finds moderate evidence that there are differences between those born during the Second World War and later generations. T3 - Zweitveröffentlichungen der Universität Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe - 79 KW - Public Service Motivation Y1 - 2017 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:517-opus4-397783 ER - TY - JOUR A1 - Kroll, Alexander T1 - Explaining the Use of Performance Information by Public Managers: A Planned-Behavior Approach JF - The American review of public administration N2 - This article examines the use of performance information by public managers. It reviews literature on the impact of attitudes and social norm and puts forward a psychological-cognitive model based on the theory of planned behavior. The article finds support for this model emphasizing that performance data use is a goal-directed, reasoned action. Another critical result is that managers who consciously intend to use performance data also make sure that the data in their division are of good quality which, in turn, fosters information use. These findings indicate thatin addition to organizational routinescognitive factors are promising starting points for interventions to foster managers' data use. The article is based on survey data from German cities. KW - performance measurement KW - management analysis KW - organizational behavior KW - psychology KW - information and communication technology KW - public management issues Y1 - 2015 U6 - https://doi.org/10.1177/0275074013486180 SN - 0275-0740 SN - 1552-3357 VL - 45 IS - 2 SP - 201 EP - 215 PB - Sage Publ. CY - Thousand Oaks ER - TY - JOUR A1 - Kroll, Alexander A1 - Vogel, Dominik T1 - The PSM-leadership fit: a model of performance information use JF - The journal of public administration N2 - This article examines the use of performance information by public managers. It conceptualizes purposeful data use as a type of extra-role behaviour which requires additional effort on the part of the managers and which is not extrinsically rewarded. The article sheds light on one potential antecedent of performance information use - the motivation of the users. It argues that we can observe high levels of data use if managers driven by public service motivation (PSM) work under transformational leaders. Using a needs-supply perspective on supervisors and followers, we suggest that there is a PSM-leadership fit which fosters the performance of this extra-role behaviour. The article is based on data from German local government and its findings contribute to the literatures on PSM as well as on performance management. Y1 - 2014 U6 - https://doi.org/10.1111/padm.12014 SN - 0033-3298 SN - 1467-9299 VL - 92 IS - 4 SP - 974 EP - 991 PB - Wiley-Blackwell CY - Hoboken ER - TY - JOUR A1 - Kroll, Alexander T1 - The other type of performance information - nonroutine feedback, its relevance and use JF - Public administration review N2 - The literature on performance information use explains how public managers deal with mainly quantitative data that are systematically collected and formally reported. This article argues that such a narrow understanding is incomplete, as it excludes all kinds of nonroutine performance information, including verbal, ad hoc, and qualitative feedback. To understand how responsive public managers are to performance feedback, alternative sources of performance information need to be taken into account. A literature review suggests considering two important sources of nonroutine feedback: organizational insiders and relevant external stakeholders. Using survey data from German local government, this article shows that public managers prefer to use nonroutine feedback over routine data from performance reports. Furthermore, a regression analysis indicates that different sources of performance information require different determinants to trigger their use. This finding is essential because it suggests that explanations of performance information use can covary with the information source studied. Y1 - 2013 U6 - https://doi.org/10.1111/j.1540-6210.2012.02648.x SN - 0033-3352 VL - 73 IS - 2 SP - 265 EP - 276 PB - Wiley-Blackwell CY - Hoboken ER - TY - JOUR A1 - Kroll, Alexander T1 - "Bürokratieabbauer" im Aufwind : erste Erfahrungen mit der Anwendung des Standardkosten-Modells Y1 - 2009 SN - 0179-4051 ER - TY - JOUR A1 - Kroll, Alexander A1 - Küchler-Stahn, Nicole T1 - Performance Management in der öffentlichen Verwaltung : zwischen Idealismus und Pragmatismus ; ein erweiterter Literaturbericht Y1 - 2009 UR - http://budrich-journals.de/index.php/dms/issue/view/190 SN - 1865-7192 ER - TY - GEN A1 - Kroll, Alexander A1 - Vogel, Dominik T1 - The PSM-leadership fit BT - a model of performance information use T2 - Postprints der Universität Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe N2 - This article examines the use of performance information by public managers. It conceptualizes purposeful data use as a type of extra-role behaviour which requires additional effort on the part of the managers and which is not extrinsically rewarded. The article sheds light on one potential antecedent of performance information use – the motivation of the users. It argues that we can observe high levels of data use if managers driven by public service motivation (PSM) work under transformational leaders. Using a needs-supply perspective on supervisors and followers we suggest that there is a PSM-leadership fit which fosters the performance of this extra-role behaviour. The article is based on data from German local government and its findings contribute to the literatures on PSM as well as on performance management. T3 - Zweitveröffentlichungen der Universität Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe - 77 KW - Public Service Motivation KW - Performance Information Use KW - Leadership KW - Transformational Leadership KW - Person-Organization Fit Y1 - 2013 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:517-opus4-100853 SN - 1867-5808 IS - 77 ER - TY - JOUR A1 - Kroll, Alexander A1 - Krause, Tobias A1 - Vogel, Dominik A1 - Proeller, Isabella T1 - Was bestimmt die Reformbereitschaft von Führungskräften in der Ministerialverwaltung? JF - Verwaltung & Management : VM ; Zeitschrift für moderne Verwaltung N2 - Bestehende Forschung hat gezeigt, dass die Reformbereitschaft von Führungskräften eine wichtige Voraussetzung für die erfolgreiche Umsetzung von Veränderungsprojekten ist. Dieser Artikel geht der Frage nach, wie erklärt werden kann, warum einige Führungskräfte in der öffentlichen Verwaltung reformbereiter sind als andere. Er greift dabei auf eine Führungskräftebefragung aus dem Jahr 2010 zurück, die auf den Einschätzungen von 351 Verwaltungsmanagern aus der Ministerialverwaltung von Bund und Ländern basiert. Eine statistische Analyse dieser Daten kommt zu dem Ergebnis, dass die typische reformbereite Führungskraft intrinsisch motiviert ist, auf eine aufgabenorientierte Führung setzt sowie Arbeitserfahrung außerhalb der öffentlichen Verwaltung und keine juristische Ausbildung besitzt. Sie arbeitet auf oberer Hierarchieebene, ist jedoch eher mit Fach- als mit Führungsaufgaben beschäftigt. Der Artikel vertieft und erläutert diese Befunde sowie deren Implikationen für die Verwaltungspraxis. KW - Reformbereitschaft KW - Führung KW - Ministerialverwaltung Y1 - 2012 U6 - https://doi.org/10.5771/0947-9856-2012-2-75 SN - 0947-9856 (print & online) VL - 18 IS - 2 SP - 75 EP - 80 PB - Nomos CY - Baden-Baden ER -