Elements of Strategic Management Process and PerformanceManagement Systems in U.S. Federal Agencies: Do Employee Managerial Levels Matter?

  •  Yongjin Sa    


This study examines the relationship between strategic planning components and performance-based
management systems in U.S. federal agencies. This research explores the correlation between government
employee perception regarding strategic planning components in agencies and three dimensions of performance
management systems (performance-based promotions or rewards, fairness and accuracy of performance
appraisal, and managerial efforts to improve performance). This study also explores whether the perceived
correlation differs across five managerial levels (non-supervisor, team leader, supervisor, manager and
executive). This study explores data from the 2008 Federal Human Capital Survey (FHCS), conducted by the
U.S. Office of Personnel Management (OPM). This study conducts a total of 15 regression analyses for the three
dependent variables and the five supervisor levels. In the models, all five components of strategic planning are
positively correlated with the three dimensions of performance management systems among all five supervisor
levels. A series of regression analyses demonstrates that the correlation differs depending on the managerial
level of the employee. Employees at different managerial levels have different perceptions of the correlation
between strategic planning components and each dimension of performance management systems in the public

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