In the Eye of the Storm : Frontline Supervisors and Federal Agency Performance
By: BREWER, Gene A
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ArticlePublisher: London, UK : Oxford journals, October 2005Journal of Public Administration Research and Theory 15, 4, p. 505-527Abstract: This study examines the role of frontline supervisors in the twenty-two largest federal agencies and explores their contributions to organizational performance and effectiveness. Specifically, this study develops a measure of federal agency performance and tests a hybrid model that predicts it. Several research questions on the nature and importance of supervisory management are tested within this framework. Data for the study come from the 2000 Merit Principles Survey, U.S. Merit Systems Protection Board. The findings show that "management matters." Frontline supervisors play an important role in organizational performance and effectiveness, and supervisory management is an important determinant of high performance in federal agencies. In addition, high-performing agencies tend to have skillful upper-level managers, strong cultures that value employees and emphasize the importance and meaningfulness of the agency's work, and policies that empower those employees. These agencies also tend to have a strong performance orientation, and they strive for workforce diversity. These findings are explained further, and their implications are discussed.
This study examines the role of frontline supervisors in the twenty-two largest federal agencies and explores their contributions to organizational performance and effectiveness. Specifically, this study develops a measure of federal agency performance and tests a hybrid model that predicts it. Several research questions on the nature and importance of supervisory management are tested within this framework. Data for the study come from the 2000 Merit Principles Survey, U.S. Merit Systems Protection Board. The findings show that "management matters." Frontline supervisors play an important role in organizational performance and effectiveness, and supervisory management is an important determinant of high performance in federal agencies. In addition, high-performing agencies tend to have skillful upper-level managers, strong cultures that value employees and emphasize the importance and meaningfulness of the agency's work, and policies that empower those employees. These agencies also tend to have a strong performance orientation, and they strive for workforce diversity. These findings are explained further, and their implications are discussed.
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