Does public service performance affect top management turnover?
By: BOYNE, George A
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Contributor(s): JAMES, Oliver | JOHN, Peter | PETROVSKY, Nicolai.
Material type: 
ArticlePublisher: Cary : Oxford University, july 2010Subject(s): Avaliação de Desempenho | Liderança | Alta Administração PúblicaJournal of Public Administration Research and Theory - JPART 20, 2, p. i261-i279Abstract: Political and organizational theories suggest that the turnover of chief executives and other mumbers of senior management teams are likely to be influenced by public service performance. We use a panel data set of 148 English local governments over 4 years to test this proposition. The empirical results show that performance has a negative effect on turnover, but that this effect is weaker for chief executives than for members of their senior management teams. In addition, top team turnover is higher in the years following a chief executive succession. The evidence suggests that chief executives can influence top team turnover by attributing responsability for poor organizational performance to other senior managers
Political and organizational theories suggest that the turnover of chief executives and other mumbers of senior management teams are likely to be influenced by public service performance. We use a panel data set of 148 English local governments over 4 years to test this proposition. The empirical results show that performance has a negative effect on turnover, but that this effect is weaker for chief executives than for members of their senior management teams. In addition, top team turnover is higher in the years following a chief executive succession. The evidence suggests that chief executives can influence top team turnover by attributing responsability for poor organizational performance to other senior managers
Incentives and Public Service Performance: a special issue
Volume 20
Supplement 2
July 2010
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