This study develops a theoretical framework linking performance management (PM) to change-oriented organizational citizenship behavior, an extra-role employee activity aimed at improving organizational functioning by introducing micro-level change. The role of organizational identification as a mediating mechanism linking PM to change-oriented behavior is also explored. Using survey data gathered from employees of central government ministries in South Korea, structural equation modeling and bias-corrected bootstrap confidence intervals are used to test a number of empirical hypotheses related to the constructs mentioned above. The results of the analysis suggest that PM has a positive effect on change-oriented behavior, but that its effect is primarily due to its positive relationship with identification. Following a presentation of the results of the analysis, the theoretical and practical implications of this study are discussed.
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