What Gets Measured Gets Managed? The Use of Performance Information across Organizational Echelons in the Public Sector

Public organizations increasingly produce performance information. However, quite often this information is not put to use. In this paper we study how different organizational echelons use performance information. We use a representative survey among Danish public managers to compare the extent to which different organizational echelons use performance information. We find that top managers generally use performance information–information on outcomes and user satisfaction in particular–more than other echelons. These findings are important, because performance management systems are often designed at the top of public organizations, even though they are intended to be used for different purposes at different organizational echelons. Our findings raise important questions regarding the use and design of performance information that are relevant for frontline managers and executives alike.