The Institutional Logic of Performance Appraisal

Townley, Barbara

doi:10.1177/017084069701800204

Cited by 302 publications

(236 citation statements)

References 41 publications

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“…This was most frequent when external stakeholders introduced certain practices, e.g., Government agencies 27 and corporate partners which imposed measures or objectives related to commercial logics when their intention was to fund social welfare activities. However, in contrast to previous research (e.g., Millar and Hall, 2013), our study shows that this was not necessarily a case of either externally developed measures or of all PM practices expressing a commercial logic (Townley, 1997). As the Outcome Star demonstrates, externally developed measures could be very useful and provide meaningful information, whereas internal reporting of performance information could also alienate employees.…”

Section: Discussioncontrasting

confidence: 96%

How performance measurement influences stakeholders in not-for-profit organizations

Beer

Micheli

2017

IJOPM

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Purpose: This paper examines the influences of performance measurement (PM) on not-forprofit organizations' stakeholders by studying how PM practices interact with understandings of legitimate performance goals. This study invokes institutional logics theory to explain interactions between PM and stakeholders.Design/methodology/approach: An in-depth case study is conducted in a large not-for-profit organization in the United Kingdom. Managers, employees, and external partners are interviewed and observed, and performance-related documents analyzed.Findings: Both stakeholders and PM practices are found to have dominant institutional logics that portray certain goals as legitimate. PM practices can reinforce, reconcile or inhibit stakeholders' understandings and propensity to act towards goals, depending on the extent to which practices share the dominant logic of the stakeholders they interact with. Research implications/limitations:A theoretical framework is proposed for how PM practices firstly interact with stakeholders at a cognitive level and secondly influence action. This research is based on a single case study, which limits generalizability of findings; however, results may be transferable to other environments where PM is aimed at balancing competing stakeholder objectives and organizational priorities.

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Section: Discussioncontrasting

confidence: 96%

How performance measurement influences stakeholders in not-for-profit organizations

Beer

Micheli

2017

IJOPM

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“…developmental) or punitive/incentivising (i.e. evaluative) functions (Pollitt 2011;Townley 1997). Using data formatively can facilitate organisational learning and improvement (Pollitt 2013).…”

Section: Performance Management In Context: Formative Cross-functionamentioning

confidence: 99%

Performance management in context: formative cross-functional performance monitoring for improvement and the mediating role of relational coordination in hospitals

McDermott

Conway

Cafferkey

et al. 2017

The International Journal of Human Resource Management

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Recent research suggests that to fully realise its potential, performance management should be bespoke to the social context in which it operates. Here we analyse factors supporting the use of performance data for improvement. The study purposively examines a developmentally oriented performance management system with crossfunctional goals. We suggest that these system characteristics are significant in interdependent work contexts, such as healthcare. We propose and test that (a) relational coordination helps employees work effectively to resolve issues identified through formative and cross-functional performance monitoring and (b) that this contributes to better outcomes for both employees and patients. Based on survey data from management and care providers across Irish acute hospitals, the study found that perceptions of relational coordination mediated the link between formative crossfunctional performance monitoring and employee outcomes and partially mediated the link between formative cross-functional performance monitoring and patient care respectively. Our findings signal potential for a more contextually driven and interdependent approach to the alignment of management and human resource management practices. While relational coordination is important in healthcare, we also note potential to identify other social drivers supporting productive responses to performance monitoring in different contexts.

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“…As a consequence of the reforms mentioned in the above, a conflict may emerge between the professional employee values, acquired during education and professional socialization and the 'managerial' organization values, embodied in the new conditions of their work (Hackett 1990;Townley 1997). The rather special role of university employees does not easily mix with the new tasks and demands resulting from university reforms (Fruytier and Timmerhuis 1996;Salter and Tapper 2002).…”

Section: Universities In Changementioning

confidence: 99%

Managerialism, Organizational Commitment, and Quality of Job Performances among European University Employees

et al. 2009

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To achieve efficient and effective quality improvement, European universities have gradually adopted organizational strategies, structures, technologies, management instruments, and values that are commonly found in the private business sector. Whereas some studies have shown that such managerialism is beneficial to the quality of job performances of university employees, others have argued that managerialism is largely counterproductive and that it results in lower performances. The latter situation is called a 'managerialism contradiction'. This paper tests two lines of reasoning underlying a potential contradiction governing the relationship between managerialism and job performances, while using university employee survey data from six European countries (Belgium, Finland, Germany, Netherlands, Sweden, UK). The results tend to support the assumption that managerialism, in these six countries at least, has a positive effect, albeit a modest one, on the quality of performances. The most important conclusion is therefore that there is no managerialism contradiction at work in European universities.

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The Institutional Logic of Performance Appraisal

Cited by 302 publications

References 41 publications

How performance measurement influences stakeholders in not-for-profit organizations

How performance measurement influences stakeholders in not-for-profit organizations

Performance management in context: formative cross-functional performance monitoring for improvement and the mediating role of relational coordination in hospitals

Managerialism, Organizational Commitment, and Quality of Job Performances among European University Employees

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