CAN PERFORMANCE MANAGEMENT FOSTER SOCIAL EQUITY? STAKEHOLDER POWER, PROTECTIVE INSTITUTIONS, AND MINORITY REPRESENTATION
研究探讨绩效管理如何影响社会公平，发现管理者使用绩效信息能提升弱势群体成绩，但需有强大利益相关者和保护性制度支持，而少数群体代表的作用未获证实。
Performance management has been criticized for harming or, at best, ignoring social equity outcomes. While there is evidence suggesting that performance management fosters an emphasis on efficiency and effectiveness at the expense of other public values, we are still in search of a theory linking performance management to social equity. The article takes a first step towards the development of such a theory and proposes the importance of contingency factors. It argues that managerial performance information use will benefit disadvantaged groups in the presence of powerful stakeholders, protective institutions, and minority representation in government. Using data on school districts in Texas, the article finds support for the first two contingency factors but not the third one. Performance information use by superintendents increases test scores of disadvantaged students if these students make up a sizeable, powerful group, and if superintendents put emphasis on complying with the No Child Left Behind Act.