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Executive-Level Performance Appraisals in Local Government: Appraisal Frequency and Job Attitudes of Executives

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Abstract

Grounded in Strategic Leadership Theory (SLT), the exploratory study examined the effects of appraisal frequency on various work-related factors (job satisfaction, perceived board support, and organizational commitment) on executive director’s current appraisal experiences. One hundred and sixty-two executive-level professionals in local park and recreation agencies completed an online survey that was used to measure the variables of interest. Results indicated differences in executive directors’ job satisfaction, perceived board support, and organizational commitment based on the frequency in which the formal appraisal was administered. Complete and implications for organizations are discussed.

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Funding

This study was not funded.

Ethical approval

All procedures performed in this study involved human participants and was in accordance with the ethical standards of the institutional review board (IRB) and with the 1964 Helsinki declaration and its later amendments or comparable ethical standards

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Authors and Affiliations

  1. School of Kinesiology & Recreation, Illinois State University, 157 McCormick Hall, 61790, Normal, IL, USA

    Michael. A. Mulvaney & Jared Heaser

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  1. Michael. A. Mulvaney
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  2. Jared Heaser
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Correspondence to Michael. A. Mulvaney.

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Mulvaney, M.A., Heaser, J. Executive-Level Performance Appraisals in Local Government: Appraisal Frequency and Job Attitudes of Executives. Public Organiz Rev 23, 1399–1415 (2023). https://doi.org/10.1007/s11115-022-00678-x

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