Portal de Periódicos da CAPES

Why does performance management not perform?

2018; Emerald Publishing Limited; Volume: 67; Issue: 4 Linguagem: Inglês

10.1108/ijppm-11-2016-0243

1758-6658

Miguel Piña e Cunha, Daniel Veiga Vieira, Arménio Rego, Stewart Clegg,

Public Policy and Administration Research

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.