Abstract
The creation of organization-level performance goals has evolved into a ubiquitous facet of the study and practice of public management. In this article, we theoretically and empirically examine the relationship between unattainable organizational goals and collective frontline employee turnover, and consider the moderating role of a public organization’s performance context on the relationship. While the findings indicate a positive relationship between unattainable goals and collective frontline employee turnover, the effect is conditional on organizational performance. The research offers nuanced insights into the establishment of goals in public organizations and has important implications for managing personnel on the frontlines of public service delivery.
Original language | English (US) |
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Journal | Review of Public Personnel Administration |
DOIs | |
State | Accepted/In press - Jan 1 2018 |
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Keywords
- collective frontline employee turnover
- organization goals
- organization performance
- unattainable goals
ASJC Scopus subject areas
- Public Administration
- Organizational Behavior and Human Resource Management
Cite this
Pushing Too Hard? Unattainable Organizational Goals and Frontline Employee Turnover. / Stritch, Justin; Molina, Angel; Favero, Nathan.
In: Review of Public Personnel Administration, 01.01.2018.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Pushing Too Hard? Unattainable Organizational Goals and Frontline Employee Turnover
AU - Stritch, Justin
AU - Molina, Angel
AU - Favero, Nathan
PY - 2018/1/1
Y1 - 2018/1/1
N2 - The creation of organization-level performance goals has evolved into a ubiquitous facet of the study and practice of public management. In this article, we theoretically and empirically examine the relationship between unattainable organizational goals and collective frontline employee turnover, and consider the moderating role of a public organization’s performance context on the relationship. While the findings indicate a positive relationship between unattainable goals and collective frontline employee turnover, the effect is conditional on organizational performance. The research offers nuanced insights into the establishment of goals in public organizations and has important implications for managing personnel on the frontlines of public service delivery.
AB - The creation of organization-level performance goals has evolved into a ubiquitous facet of the study and practice of public management. In this article, we theoretically and empirically examine the relationship between unattainable organizational goals and collective frontline employee turnover, and consider the moderating role of a public organization’s performance context on the relationship. While the findings indicate a positive relationship between unattainable goals and collective frontline employee turnover, the effect is conditional on organizational performance. The research offers nuanced insights into the establishment of goals in public organizations and has important implications for managing personnel on the frontlines of public service delivery.
KW - collective frontline employee turnover
KW - organization goals
KW - organization performance
KW - unattainable goals
UR - http://www.scopus.com/inward/record.url?scp=85058696609&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85058696609&partnerID=8YFLogxK
U2 - 10.1177/0734371X18805795
DO - 10.1177/0734371X18805795
M3 - Article
AN - SCOPUS:85058696609
JO - Review of Public Personnel Administration
JF - Review of Public Personnel Administration
SN - 0734-371X
ER -