Why does performance management not perform?

Cunha, MPE; Vieira, DV; Rego, A; Clegg, S

Why does performance management not perform?

Cunha, MPE Vieira, DV Rego, A Clegg, S

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Publication Type:: Journal Article
Citation:: International Journal of Productivity and Performance Management, 2018, 67 (4), pp. 673 - 692
Issue Date:: 2018-01-01

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Field	Value	Language
dc.contributor.author	Cunha, MPE	en_US
dc.contributor.author	Vieira, DV	en_US
dc.contributor.author	Rego, A	en_US
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.date.issued	2018-01-01	en_US
dc.identifier.citation	International Journal of Productivity and Performance Management, 2018, 67 (4), pp. 673 - 692	en_US
dc.identifier.issn	1741-0401	en_US
dc.identifier.uri	http://hdl.handle.net/10453/123868
dc.description.abstract	© 2018, Emerald Publishing Limited. Purpose: The purpose of this paper is to ask why poor performance management practices persist in Portugal, in the middle of claims to increase productivity. Design/methodology/approach: An inductive micro-practice analysis is used to understand barriers to management practice that do not require massive institutional changes. Findings: The practice of performance management in Portugal typically displays three weaknesses: (1) insufficient planning (2) process and integrity issues, and (3) a non-meritocratic logic. Research limitations/implications: The paper discusses the important topic of persistence of bad practices, showing how institutionalized patterns might be difficult to eradicate even they are suboptimal. Practical implications: The authors identity key issues in the functioning of performance management, therefore helping managers in developing remedies to improve the quality of their practice. Originality/value: The paper explains the persistence of bad management practice whose continuity hinders not only organizations’ effectiveness but also that of their members.	en_US
dc.relation.ispartof	International Journal of Productivity and Performance Management	en_US
dc.relation.isbasedon	10.1108/IJPPM-11-2016-0243	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Why does performance management not perform?	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	67	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.issue	4	en_US
pubs.publication-status	Published	en_US
pubs.volume	67	en_US

Abstract:

© 2018, Emerald Publishing Limited. Purpose: The purpose of this paper is to ask why poor performance management practices persist in Portugal, in the middle of claims to increase productivity. Design/methodology/approach: An inductive micro-practice analysis is used to understand barriers to management practice that do not require massive institutional changes. Findings: The practice of performance management in Portugal typically displays three weaknesses: (1) insufficient planning (2) process and integrity issues, and (3) a non-meritocratic logic. Research limitations/implications: The paper discusses the important topic of persistence of bad practices, showing how institutionalized patterns might be difficult to eradicate even they are suboptimal. Practical implications: The authors identity key issues in the functioning of performance management, therefore helping managers in developing remedies to improve the quality of their practice. Originality/value: The paper explains the persistence of bad management practice whose continuity hinders not only organizations’ effectiveness but also that of their members.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/123868