Does Trust in the Performance Measurement Organization Influence How Public Managers Use Performance Information?

Abstract

Performance information use by public managers depends on their trust in the source of such information. Using data from Chinese counties, this article proposes a model in which the production and use of performance information are separated. Performance information use by public managers is a tridimensional construct. Research findings demonstrate that perceived ability of the performance measurement organization influences internal use and public accountability use, but not hierarchical accountability use. While perceived integrity of the supplier has a positive impact on all three dimensions of use, perceived benevolence of the supplier does not influence the use of performance information.