Role of identity for Management

What is it about?

Previous research suggests that civil servants can perceive their role differently and that these differing perceptions also influence their responses to managerial reform programs. Yet there is little research examining how different role perceptions influence the application of performance measurement. Using survey data from 742 human service organizations in Switzerland, this study addresses this gap by investigating how professional and managerial role identities affect managers' use of performance information. The results support the hypotheses that role identities influence the application of performance information indirectly through their effects on role conflict that may occur when managerial professionals measure the performance of their organizations. A lack of resources, stringent political control, and poor information quality are also found to be associated with role conflict and a limited use of performance information.

Featured Image

Why is it important?

The analysis reveals that managers in comparable organizations and positions can perceive their role differently which, in turn, also shapes managerial attitudes, behavior, and style of decision-making.