SummaryIn the literature on the relationship between participation in decision making and performance, a tell-and-sell strategy is considered a viable alternative to participation. In contrast, we argue that in organizational settings, when a sensitive and important issue is at stake, participation of a form to be characterized as formal, long term, direct, and with a high degree of participant influence is more effective than a tell-and-sell strategy. Using a quasi-experimental design with a participation, a tell-and-sell, and a control condition, a ProMES performance management system was implemented in the field service department of a Dutch supplier of photocopiers. Outcome feedback to individual technicians resulted in an average performance increase in the participation condition that was significantly higher than the increase found in the tell-and-sell condition. Satisfaction with the program, and the perceived usefulness of the feedback, were significantly higher in the participation condition. In both experimental conditions, the performance increase was significant compared to the control condition. An explanation for these findings is discussed, as are implications for theory and practice.

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States that ProMES (Productivity Measurement and Enhancement System) can be interpreted as a method for the development of control loops for self-management: "accepted control loops". Whether practical applications of the ProMES method will lead to "accepted control loops" is believed to depend on the course of the development process. Describes the stages of this process, together with possible sources of resistance that may arise during each phase. Formulates the hypothesis that behind these sources could be a common factor, viz. that the people involved in the development process adhere to diverging patterns of values. Notes that the ProMES method requires the explication of values. At the same time, the development process offers possibilities to test to what extent actual behaviours reflect these values in a consistent way. Depending on the results of these tests, one of three reactions to the ProMES method is more likely to occur: "acceptance", "compliance", or "rejection".

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