This paper provides a new conceptualisation of high performance government for the public sector. Despite the concerted focus on performance management in both the public and private sectors, the performance puzzle remains. In part, we argue, this is because of a failure to recognise the complex...

This study explores employee responses to individual performance management practices in two culturally dissimilar agencies of the federal public sector, the Department of Finance and Administration (DOFA) and the Australian Defence Force (Army). In so doing, it invokes Rousseau's distinction...