Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Sector-Switching, Bureaucratic Reputation, and Citizen Evaluation of Performance: Evidence From a Large-Scale Experiment in India

Sector-Switching, Bureaucratic Reputation, and Citizen Evaluation of Performance: Evidence From a... Amid crises of trust in government, the legitimacy of public organizations has never been more important. In this context, access to performance information ensures democratic control and thus legitimacy. However, performance evaluation is hindered by transaction costs in accessing and cognitive biases in interpreting performance. We examine two antecedents of citizen evaluations of performance: sector and bureaucratic reputation. Utilizing two experiments on a representative sample of Indian citizens, we situate our paper amid the increasing privatization of public services, and reputation management strategies used to influence performance evaluations. We discuss our findings and their implications for public management theory and practice. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Administration & Society SAGE

Sector-Switching, Bureaucratic Reputation, and Citizen Evaluation of Performance: Evidence From a Large-Scale Experiment in India

Hameduddin, Taha; Vivona, Roberto
Administration & Society , Volume 55 (3): 28 – Mar 1, 2023
Download PDF
28 pages

Loading next page...
 
/lp/sage/sector-switching-bureaucratic-reputation-and-citizen-evaluation-of-V0E99voxrx
Publisher
SAGE
Copyright
© The Author(s) 2023
ISSN
0095-3997
eISSN
1552-3039
DOI
10.1177/00953997221147231
Publisher site
See Article on Publisher Site

Abstract

Amid crises of trust in government, the legitimacy of public organizations has never been more important. In this context, access to performance information ensures democratic control and thus legitimacy. However, performance evaluation is hindered by transaction costs in accessing and cognitive biases in interpreting performance. We examine two antecedents of citizen evaluations of performance: sector and bureaucratic reputation. Utilizing two experiments on a representative sample of Indian citizens, we situate our paper amid the increasing privatization of public services, and reputation management strategies used to influence performance evaluations. We discuss our findings and their implications for public management theory and practice.

Journal

Administration & Society – SAGE

Published: Mar 1, 2023

Keywords: citizen evaluation of performance; privatization; reputation; performance management; India

References

  • Fine-tuning the signal: Image and identity at the federal reserve
    Abolafia, M. Y.; Hatmaker, D. M.
  • The unequal effects of liberalization: Evidence from dismantling the License Raj in India
    Aghion, P.; Burgess, R.; Redding, S.; Zilibotti, F.
  • Performance in public organizations: Clarifying the conceptual space
    Andersen, L. B.; Boesen, A.; Pedersen, L. H.
  • Cognitive biases in performance evaluations
    Andersen, S. C.; Hjortskov, M.
  • Assessing organizational performance: Exploring differences between internal and external measures
    Andrews, R.; Boyne, G. A.; Moon, M. J.; Walker, R. M.
  • The challenges confronting public hospitals in India, their origins, and possible solutions
    Bajpai, V.
  • Health care reforms in India: Getting it wrong
    Bali, A. S.; Ramesh, M.
  • Self-interest, ideological/symbolic politics, and citizen characteristics: A cross-national analysis of support for privatization
    Battaglio, R. P.; Legge, J. S.
  • How corporate reputation disclosures affect stakeholders’ behavioral intentions: Mediating mechanisms of perceived organizational performance and corporate reputation
    Baumgartner, K. T.; Ernst, C. A.; Fischer, T. M.
  • New frontiers of the reputation—performance relationship: Insights from multiple theories
    Bergh, D. D.; Ketchen, D. J.; Boyd, B. K.; Bergh, J.
  • Post-COVID healthcare reform in India: What to expect?
    Bhaduri, S.
  • The “publicness puzzle” in organization theory: A test of alternative explanations of differences between public and private organizations
    Bozeman, B.; Bretschneider, S.
  • Organizational reputation in the public administration: A systematic literature review
    Bustos, E. O.
  • Reputation and public administration
    Carpenter, D. P.; Krause, G. A.
  • The ‘creamy layer’: Political economy of reservations
    Chaudhury, P.
  • Reputation management in public agencies: The relevance of time, sector, audience, and tasks
    Christensen, T.; Gornitzka, Å
  • Signaling theory: A review and assessment
    Connelly, B. L.; Certo, S. T.; Ireland, R. D.; Reutzel, C. R.
  • Reputation management: Theory versus practice
    Davies, G.; Miles, L.
  • Corruption in public service delivery: Experience from South Asia’s water and sanitation sector
    Davis, J.
  • New public management is dead—Long live digital-era governance
    Dunleavy, P.; Margetts, H.; Bastow, S.; Tinkler, J.
  • Politics, public opinion, and privatization: A test of competing theories in Great Britain
    Durant, R. F.; Legge, J. S.
  • Assessing the impact of bureaucracy bashing by electoral campaigns
    Garrett, R. S.; Thurber, J. A.; Fritschler, A. L.; Rosenbloom, D. H.
  • Bureaucrats’ processing of organizational reputation signals
    Gilad, S.; Bloom, P. B.-N.; Assouline, M.
  • The new economic policy and privatization in India
    Gouri, G.
  • Human resource management and performance: A review and research agenda
    Guest, D.
  • Employee engagement among public employees: Exploring the role of the (perceived) external environment
    Hameduddin, T.
  • Employee engagement as administrative reform: Testing the efficacy of the OPM’s employee engagement initiative
    Hameduddin, T.; Fernandez, S.
  • Employee engagement among public employees: Examining the role of organizational images
    Hameduddin, T.; Lee, S.
  • Understanding government failure in public health services
    Hammer, J.; Aiyar, Y.; Samji, S.
  • Dishonesty and selection into public service: Evidence from India
    Hanna, R.; Wang, S.-Y.
  • On the discourse of affirmative action and reservation in the United States and India: Clarifying HRD’s role in fostering global diversity
    Haynes, R.; Alagaraja, M.
  • The middle aging of new public management: Into the age of paradox?
    Hood, C.; Peters, G.
  • Citizens’ evaluations of the public sector: Evidence from two large-scale experiments
    Hvidman, U.
  • Perceptions of public and private performance: Evidence from a survey experiment
    Hvidman, U.; Andersen, S. C.
  • Performance measures and democracy: Information effects on citizens in field and laboratory experiments
    James, O.
  • Power play
    Kanitkar, T.
  • The transformation of India’s public sector
    Khanna, S.
  • Bureaucratic reputation in the eyes of citizens: An analysis of US federal agencies
    Lee, D.; Van Ryzin, G. G.
  • Organizational image and employee engagement: Exploring the inter-relationships between construed external image and perceived organizational identity
    Lee, S.; Hameduddin, T.; Lee, G. R.
  • Ethnic representation in the Malaysian bureaucracy: The development and effects of Malay domination
    Lim, H.-H.
  • Organizational reputation, regulatory talk, and strategic silence
    Maor, M.; Gilad, S.; Bloom, P. B.-N.
  • Unconscious bias in citizens’ evaluations of public sector performance
    Marvel, J.
  • Servant leadership, trust, and the organizational commitment of public sector employees in China
    Miao, Q.; Newman, A.; Schwarz, G.; Xu, L.
  • Managing for results in state government: Evaluating a decade of reform
    Moynihan, D. P.
  • The big question for performance management: Why do managers use performance information?
    Moynihan, D. P.; Pandey, S. K.
  • The preregistration revolution
    Nosek, B. A.; Ebersole, C. R.; DeHaven, A. C.; Mellor, D. T.
  • The numerical psychology of performance information: Implications for citizens, managers, and policymakers
    Olsen, A. L.
  • Precise performance: Do citizens rely on numerical precision as a cue of confidence?
    Olsen, A. L.
  • Performance information, racial bias, and citizen evaluations of government: Evidence from two studies
    Porumbescu, G. A.; Piotrowski, S. J.; Mabillard, V.
  • Amid pandemic tragedy, an opportunity for change?
    Powell, A.
  • Beliefs about corporate America and the structure of opinions toward privatization
    Ramirez, M. D.; Lewis, P. G.
  • Weighing in on the public sector privatisation debate
    Ranganathan, V.; Shenoy, B.
  • Does organizational image matter? Image, identification, and employee behaviors in public and nonprofit organizations
    Rho, E.; Yun, T.; Lee, K.
  • The hollowing out of the state: The changing nature of public service in Britain
    Rhodes, R. A. W.
  • Corporate reputation and sustained superior financial performance
    Roberts, P. W.; Dowling, G. R.
  • Goodbye Washington consensus, Hello Washington confusion? A review of the World Bank’s economic growth in the 1990s: Learning from a decade of reform
    Rodrik, D.
  • Empirical analysis of the relationship between corporate reputation and financial performance: A survey of the literature
    Sabate, J.; Puente, E.
  • The power of conformity in citizens’ blame: Evidence from a survey experiment
    Sievert, M.; Vogel, D.; Reinders, T.; Ahmed, W.
  • A behavioral model of rational choice
    Simon, H.
  • Application of signaling theory in management research: Addressing major gaps in theory
    Taj, S. A.
  • Ethnic quotas, political representation and equity in Asia Pacific
    Tan, N.; Preece, C.
  • Performance management and accountability for effective implementation of SDGs
    Trivedi, P.
  • The rise and fall of India’s Government performance management system
    Trivedi, P.
  • Trust in the public sector: Is there any evidence for a long-term decline?
    Van De Walle, S.; Van Roosbroek, S.; Bouckaert, G.
  • Pieces of a puzzle: Linking government performance, citizen satisfaction, and trust
    Van Ryzin, G. G.
  • The performance paradox in the public sector
    Van Thiel, S.; Leeuw, F. L
  • Public sector organizations and reputation management: Five problems
    Wæraas, A.; Byrkjeflot, H.