Why does performance management not perform?

Miguel Pina e Cunha, Daniel Veiga Vieira, Arménio Rego and Stewart Clegg

International Journal of Productivity and Performance Management, 2018, vol. 67, issue 4, 673-692

Abstract: 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.

Keywords: Performance management; Portugal; Meritocracy; Management practices in society (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijppmp:ijppm-11-2016-0243

DOI: 10.1108/IJPPM-11-2016-0243

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