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Abstract
This article explores the influence of performance management (PM) and transformational leadership (TL) on altruistic helping behaviour (AHB). We argue that PM and TL provide alternative value frameworks against which employees will evaluate costs associated with AHB, and that consequently their influence may be interdependent. The results of regression analysis suggest that TL exerts a stronger influence on AHB in organizations that also have strong PM-based human resource systems, and that PM’s negative effects are stronger when leadership is weak. We conclude that leadership may be an important factor in determining whether public organizations can reap the benefits of PM.
Notes
1 Originally, the model also controlled for respondent age, but was dropped due to multicollinearity problems between this variable and both tenure and civil service grade. However, the inclusion of the age variable in the model produced no qualitative change in the results. Additionally, several other models containing different combinations of civil service grade, tenure, and age were also tested. Again, these different combinations produced no qualitative difference in other model coefficients.