How to Evaluate the Effectiveness of Performance Management Systems? An Overview of the Literature and a Proposed Integrative Model

Mariana Lopes de Araújo (), Lucas Soares Caldas, Bruna Stamm Barreto, Pedro Paulo Murce Menezes, Júlia Cássia dos Santos Silvério, Laís Campos Rodrigues, André Luiz Marques Serrano, Clóvis Neumann and Nara Mendes
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Mariana Lopes de Araújo: Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil
Lucas Soares Caldas: Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil
Bruna Stamm Barreto: Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil
Pedro Paulo Murce Menezes: Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil
Júlia Cássia dos Santos Silvério: Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil
Laís Campos Rodrigues: Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil
André Luiz Marques Serrano: Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil
Clóvis Neumann: Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil
Nara Mendes: Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil

Administrative Sciences, 2024, vol. 14, issue 6, 1-21

Abstract: The purpose of this study is to propose an integrative model for evaluating the effectiveness of performance management system (PMS). This model aims to systematize the dimensions and criteria used in the literature and provide clarity in terms of evaluation possibilities. A comprehensive review of the literature was conducted to identify the dimensions, criteria, and causal relationships used in evaluating PMS effectiveness. A sample of 57 articles was analyzed using content analysis. The study established dimensions and criteria that have been neglected in the literature. The review resulted in the proposal of an integrative model for evaluating PMS effectiveness, which incorporates individual and organizational dimensions and criteria identified in the literature. It sheds light on recurrently adopted dimensions, particularly those related to individual-level phenomena, and seeks to clarify current conceptual ambiguities. This study’s originality lies in its integrative approach, which diverges from the prevailing tendencies in the field. This study provides clarity regarding the conceptual confusion surrounding ambiguous concepts and generically applied measures that hinder the drawing of certain conclusions about the effectiveness of PMS.

Keywords: performance management; performance appraisal; effectiveness; evaluation; performance criteria; human resource management (search for similar items in EconPapers)
JEL-codes: L M M0 M1 M10 M11 M12 M14 M15 M16 (search for similar items in EconPapers)
Date: 2024
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