Manager’s Role and Performance Information Use: Evidence from US Federal Agencies

Abstract

This article explores the relationship between performance information use for different functions based on two of Moynihan’s analyses and a managerial perspective, utilizing passive and purposeful use. The results of this study suggest that both accountability and managers’ proximity to the performance system exert strong influence on the use of performance information in the public sector. In terms of organizational factors, data quality and meaningful measures are associated with performance information use. On the other hand, external attention has no effect on performance information use regardless of the types of performance information.