The boundaries of a performance management system between learning and control

2015 ◽  
Vol 19 (3) ◽  
pp. 7-21 ◽  
Author(s):  
Paolo Canonico ◽  
Ernesto De Nito ◽  
Vincenza Esposito ◽  
Marcello Martinez ◽  
Lorenzo Mercurio ◽  
...  
Keyword(s):  
Performance Management ◽  
Management System ◽  
Single Case ◽  
Individual Performance ◽  
Specific Reference ◽  
Performance Management System ◽  
Content Type ◽  
And Control ◽  
A Performance

Purpose – This paper aims to consider how and to what extent it is possible to interpret a performance management system (PMS) as a typical control mechanism or in a more innovative way as a learning tool. PMSs are typically used for planning and coordination purposes. However, they may also be used as an opportunity to foster learning inside the organization. Design/methodology/approach – The empirical analysis was carried out during January-May 2014. A single case study was developed, in the first phase, through document analysis and semi-structured interviews with three top managers, to investigate the purpose and rationale of the design of the PMS. The investigation then continued with non-participant observation. Findings – The picture shows the dominance of “command and control” thinking, based on a cybernetic control system connected to targets and linking the achievement of these targets to individual performance. Practical implications – This paper helps to contextualize reflections on PMSs and potential learning outcomes in knowledge organizations, with specific reference to the airport industry. Originality/value – This paper contributes to the extant debate on the relationship between PMSs and learning. Traditionally, the literature has focused only on particular aspects of PMSs. Other authors, relying on a contingent approach, have instead put forward the need of a more comprehensive and integrated frameworks encompassing organic conception of PMSs, as well as of the interdependencies among their components. In the case study under scrutiny in this paper, adaptive or single-loop learning is taking place, in which adaptive changes occur but do not lead to any major changes.

Digital technologies and the balance between control and empowerment in performance management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Eirik Bådsvik Hamre Korsen ◽  
Marte Daae-Qvale Holmemo ◽  
Jonas A. Ingvaldsen
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Management Practices ◽  
Single Case ◽  
Command And Control ◽  
Digital Technologies ◽  
Performance Measurement System ◽  
Content Type ◽  
And Control

Purpose This paper aims to explore how manufacturing organisations’ performance measurement and management (PMM) systems are evolving when digital technologies (DTs) are deployed. It focusses on the operational level, asking whether DTs are used to promote command-and-control or empowerment-oriented performance management. Design/methodology/approach The findings are based on a single case study from a department of a Norwegian electrochemical plant. The department recently implemented a performance measurement system (PMS) supported by DTs to capture, analyse and visualise close-to-real-time performance data on individuals and teams. The authors analysed both the management practices associated with the new PMS and how those related to other PMM-subsystems in the organisation. Findings When seen in isolation, the new PMS was used to promote empowerment and operators reported a significant increase in perceived psychological empowerment. However, other parts of the organisation’s PMM system remained control-oriented, so that the overall balance between control and empowerment remained stable. Practical implications New PMSs might be added to support local needs and create arenas for empowerment without disturbing the overall balance in the PMM system. Originality/value Building on the insights from the case study, the authors propose that DTs may be deployed to promote both command-and-control and empowerment within different PMM subsystems in the same organisation. Hence, the deployment of DTs is likely to have contradictory effects, which are best understood through a “system of systems” perspective on PMMs.

Performance management in a networked organization: the OECD

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Denita Cepiku
Keyword(s):  
Network Management ◽  
Performance Management ◽  
International Organizations ◽  
Public Management ◽  
Management System ◽  
Management Approach ◽  
Performance Management System ◽  
Content Type ◽  
Depth Analysis

PurposeThe article aims at improving the authors’ understanding on how international organizations function by shedding light on management reforms at the Organisation for Economic Cooperation and Development (OECD). The article shows the characteristics of the performance management system implemented at the OECD, the main obstacles encountered, adaptations addressing the low measurability of policy advice activities and other issues.Design/methodology/approachWhile multilateral collaboration could be an effective way to contrast several wicked problems, the global actors face multiple legitimacy and financial challenges. This makes understanding the way they function of outmost importance. Unfortunately, public management and administration research, while steadily grown around the reform efforts of national governments, has neglected the global level. The article addresses this literature gap through the in-depth analysis of a case study aimed at exploring the unfamiliar international organizations context. It relies on two literature streams: performance management and network management. The collaborative nature of international organizations makes the latter particularly useful.FindingsAmong the various public administration types, international organizations providing policy advise display several features that make performance measurement more difficult. The OECD case study analysis offers several insights into other international institutions struggling with managerial reforms in an effort to address legitimacy and financial issues. It shows that implementing a performance management system is possible and necessary to sustain the support of member countries and ensure a well-functioning multilateral system.Research limitations/implicationsThe single case study offers only limited and analytical generalizability of the findings.Practical implicationsResearch on international organizations could help to unveil implementation obstacles or undesired effects of management reforms in other coping and networked organizations.Originality/valueThe article investigates the OECD, which is one of the less studied among the many global multilateral institutions. Other original features include the adoption of a public management approach to the study international organizations and the focus on network performance, a recent topic in the network management literature.

Solve the Problem…So It Stays Solved!

2019 ◽  
pp. 980-1002
Author(s):  
Joe Monaco ◽  
Edward W. Schneider
Keyword(s):  
Performance Management ◽  
Management System ◽  
Health And Safety ◽  
Field Research ◽  
Organization Performance ◽  
Performance Management System ◽  
Safety Issues ◽  
System Today ◽  
A Performance

This case study explores how a performance management system was developed to address recurring health and safety issues in an organization. Performance improvement technologists were recruited to address the problem and ensure that it stayed solved. The authors describe the process that was used to develop a training program that eventually evolved to a full scale Performance Management (PM) System. Today, nearly three decades later, the PM System has endured with its original mission intact; it has influenced the international dialog on forklift operator safety; and it provides, through ongoing field research, insights into how a Performance Management system might endure past the first change in the management that championed it.

Solve the Problem…So it Stays Solved!

2015 ◽  
pp. 64-93 ◽  
Author(s):  
Joe Monaco ◽  
Edward W. Schneider
Keyword(s):  
Performance Management ◽  
Management System ◽  
Health And Safety ◽  
Field Research ◽  
Organization Performance ◽  
Performance Management System ◽  
Safety Issues ◽  
System Today ◽  
A Performance

This case study explores how a performance management system was developed to address recurring health and safety issues in an organization. Performance improvement technologists were recruited to address the problem and ensure that it stayed solved. The authors describe the process that was used to develop a training program that eventually evolved to a full scale Performance Management (PM) System. Today, nearly three decades later, the PM System has endured with its original mission intact; it has influenced the international dialog on forklift operator safety; and it provides, through ongoing field research, insights into how a Performance Management system might endure past the first change in the management that championed it.

Validation issues of a performance management system for design: three case studies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Paula Görgen Radici Fraga ◽  
Maurício Moreira e Silva Bernardes ◽  
Julio Carlos de Souza van der Linden ◽  
Darli Rodrigues Vieira ◽  
Milena Chang Chain
Keyword(s):  
Performance Management ◽  
Management System ◽  
Indicator System ◽  
Performance Management System ◽  
Content Type ◽  
Focus Group Research ◽  
Group Research ◽  
Improved Performance ◽  
Implementation Stage ◽  
A Performance

PurposeThis study aimed to discuss issues related to the process for validating a performance management system for design (PMSD) in three product development companies.Design/methodology/approachThe use of multifunctional groups becomes important because it favors viewing the organization as a whole, thereby reducing existing gaps between segments of the company. To support this study, focus group research was used.FindingsViewing design as a resource that contributes to increased competitiveness offers companies benefits, such as improved performance measurement. This measurement is based on indicators and, to be useful, an indicator system should stimulate the company's interest. In addition, the present study made it possible to conclude that the validation process is essential in preimplementation stages because validation allows the PMSD to be adapted to bring it closer to the reality of companies, thus increasing the chances of success during the implementation stage.Originality/valueValidation of the metrics from the perspective of senior management enabled critical analyses of the applicability of the PMSD, as well as its suitability and approximation to the reality of businesses, by selecting the most relevant data.

scholarly journals Organisational readiness for introducing a performance management system

2012 ◽  
Vol 10 (3) ◽  
Author(s):  
Michael Ochurub ◽  
Mark Bussin ◽  
Xenia Goosen
Keyword(s):  
Performance Management ◽  
Management System ◽  
Change Readiness ◽  
Readiness For Change ◽  
The Body ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
Managerial Implications ◽  
A Performance

Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS).Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems.Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.

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