Behavioral factors influencing performance management systems' use

Abstract

Purpose -The purpose of this paper is to substantiate conclusions from De Waal's case study research about the role of behavioral factors in the use of performance management systems. Design/methodology/approach -De Waal's exploratory research is replicated in four more Dutch organizations. Data were collected through the use of questionnaires, interviews and document research. Data of the additional case studies were combined with De Waal's. Pattern matching was used to compare all case studies. De Waal's initial research design was extended through the inclusion of different levels of matches in the pattern matching exercise. Findings -Analysis on different levels of matches showed that behavioral factors can be ranked according to their relative importance. The research has demonstrated that it is possible to identify which behavioral factors are the most important ones for the use of a performance management system.Research limitations/implications -The results of the research are limited to the Dutch situation. Practical implications -The research findings allow managers to focus their attention on what is most important to improve the use of their performance management systems, and hence to enhance the performance of their company. Originality/value -This paper is useful for both researchers and practitioners in that it gives interesting new insights into the relative importance of behavioral factors in the use of performance management systems.

Performance Measurement and Management Systems: A Perspective from Complexity Theory

“…For example, Elzinga et al (2009) set out to identify factors that influence the use stage of PMSs and argue that behavioural factors in different roles within an organization are the most important factors at the use stage of a PMS. These characteristics closely match the ontological property of complexity.…”

“…The overall aim of this study is to understand the emergence of complexities while implementing and using PMSs in organizations. Therefore, the background literature has provided some insights on complexity theoretical perspective and identified four system properties that are closely associated with social and technical (organizational) controls (Smith and Bititci 2017) (Bititci et al 2012;Nudurupati et al 2016;Toor and Ogunlana 2010;Wijngaard et al 2006) and organization culture (Aguinis et al 2011;Bititci et al 2006;Elzinga et al 2009;Ukko et al 2007).…”

The Role of Performance Management in Creating and Maintaining a High-Performance Organization

“…Conversely, goodwill of organization members does not count for much when they cannot access the performance information needed to display performance-driven behavior. The PMA enables an organization to actually assess the degree of performance-driven behavior (Elzinga, Albronda, & Kluijtmans, 2009 The PMA is a comprehensive survey instrument currently divided into nine dimensions. These dimensions are briefly described below (for a more detailed description see Appendix 1).…”

“…Conversely, goodwill of organization members does not count for much when they cannot access the performance information needed to display performance-driven behavior. The PMA enables an organization to actually assess the degree of performance-driven behavior (Elzinga, Albronda, & Kluijtmans, 2009). …”

Alinhamento estratégico de gestores pela atribuição de pesos para indicadores de desempenho: evidência empírica de um hospital público brasileiro

“…Nesse sentido, os sistemas de avaliação de desempenho podem beneficiar as organizações ao promoverem maior alinhamento entre aperfeiçoamentos operacionais e estratégia organizacional (Elzinga, Albronda & Kluijtmans, 2009), sendo o alinhamento estratégico uma de suas importantes funções (Bortoluzzi, Ensslin, Ensslin & Vicente, 2010) e, ao mesmo tempo, um importante fator para seu sucesso (Franco-Santos & Bourne, 2005). Em consequência, o alinhamento promovido pelos sistemas de avaliação de desempenho é encarado como uma caracterís-tica que motiva a sua adoção pelas empresas (Kaplan & Norton, 1996).…”