Changing patterns of individual performance appraisal systems for civil service in European Union countries: toward a developmental or an incentivizing model

Abstract

Purpose

The purpose of this article is to examine whether the incentivizing type of performance appraisal (typical of New Public Management) has indeed been superseded by a post-New Public Management (NPM), developmental type of performance appraisal in European Civil Services.

Design/methodology/approach

The literature review lead to a unidimensional, twofold typology: incentivizing (NPM) and developmental (post-NPM) performance appraisal. The empirical basis of the research is two surveys conducted among top civil servants in 18 European countries.

Findings

First, there are crucial discrepancies between performance appraisal systems in contemporary European central government administrations and current theorizing on performance appraisal. Contrary to our expectations developed on the basis of the latter, “developmental” and “incentivizing” do not seem to be two distinct types of performance appraisal; rather, they are two independent dimensions, defining altogether four different types of performance appraisal systems.

Practical implications

The authors results give orientation to policymakers and public service managers to engage in designing or applying performance appraisal systems, in particular by identifying assailable presumptions underlying many present-time reform trends.

Social implications

Citizens and communities are direct stakeholders in the development of public service performance appraisal both as possible or actual employees of public service organizations and as recipients of public services.

Originality/value

The paper proposes a new fourfold typology of performance appraisal systems: incentivizing, developmental, symbolic and want-it-all.

Citation

Hajnal, G. and Staronova, K. (2021), "Changing patterns of individual performance appraisal systems for civil service in European Union countries: toward a developmental or an incentivizing model", International Journal of Public Sector Management, Vol. 34 No. 7, pp. 748-764. https://doi.org/10.1108/IJPSM-02-2021-0051