The relationship between employee performance management and civil servants' turnover intentions: a test of the mediating roles of system satisfaction and affective commitment

Thomas Van Waeyenberg, Adelien Decramer, Sebastian Desmidt, Mieke Audenaert

Research output: Contribution to journalArticleAcademicpeer-review


In search of maximizing efficiency, public organizations found solace in the adoption of employee performance management (EPM) systems. While research supports that managing employees’ performance has favourable outcomes, it is still unclear why and under which conditions. Moreover, EPM systems might even create additional pressures and therefore increase turnover intentions and undermine public organization’s quest to maximize efficiency. We argue that when EPM systems are carried out consistently (i.e. internal consistency) and when they link civil servants’ individual goals to the organization’s strategic goals (i.e. vertical alignment), civil servants will be less likely to leave the organization. Hierarchical linear regression analysis shows that internal consistency relates to increased satisfaction with the EPM system and affective commitment to the organization. Vertical alignment relates to lower levels of turnover intentions. This relationship was mediated by EPM system satisfaction and affective commitment. These findings that contribute to our understanding of EPM systems can lead to favourable outcomes.
Original languageEnglish
Pages (from-to)747-764
Number of pages18
JournalPublic Management Review
Issue number6
Early online date19 Jul 2016
Publication statusPublished - Jun 2017
Externally publishedYes


  • Employee performance management systems
  • turnover intentions
  • satisfaction
  • affective commitment
  • vertical alignment
  • internal consistency

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