ABSTRACT

Employee performance management (PM) is often promoted as an innovation to improve public sector performance, but globally is hard to implement. Vietnam, like other transitional countries, faces added implementation problems; PM conflicts with aspects of traditional culture and its public sector lacks accountability. This mixed methods study is based on a research sample of 322 participants from 29 Vietnamese public organizations. Results show that accountability positively impacts PM innovation, and that interpersonal relationships, rooted in traditional cultures, negatively impact it. Servant and entrepreneurial leadership styles moderate these relationships. This study contributes by adding clearer understanding of these factors that have relevance to studies of public sector HRM, accountability and leadership.

摘要

员工绩效管理 (PM) 通常被宣传为提高公共部门绩效的一项创新，但在全球范围内难以实施。与其他转型国家一样，越南面临更多的实施问题；PM 与传统文化的各个方面发生冲突，其公共部门缺乏问责制。这项混合方法研究基于来自 29 个越南公共组织的 322 名参与者的研究样本。结果表明，问责制对 PM 创新产生积极影响，而植根于传统文化的人际关系对其产生负面影响。仆人式和企业家式领导风格调节了这些关系。这项研究有助于更清楚地了解这些与公共部门人力资源管理、问责制和领导力研究相关的因素。