A behavioural perspective on the effects of using performance measurement systems in the companies: Evidence from a case study

Abstract

The effects of Performance Measurement Systems (PMS) on people's behaviour are relevant for an organization performance and success. Yet motivational and behavioural consequences of PMS are far from being understood. This study aims to go further regarding the consequences on people's behaviour of using PMS in organizations. In order to collect data researchers conducted a case study in a Portuguese multi-national company. Evidence shows that the way in which managers understand a PMS influences in a significant way how they behave. The data also lends support to the claim that PMS influence motivation, perceptions, participation and job-related stress of managers.Keywords: performance measurement systems; KPIs; consequences of PMS; people's behaviour ResumoOs efeitos dos sistemas de medição de performance (PMS) no comportamento das pessoas são importantes para o desempenho e sucesso de uma organização. Ainda assim, as consequências motivacionais e comportamentais das medições de performance estão longe de serem compreendidas. Este trabalho pretende ir mais longe sobre as consequências que os PMS têm sobre as pessoas nas organizações. De forma a recolher a evidência os investigadores conduziram um estudo de caso numa empresa multinacional portuguesa. Os resultados obtidos mostram que a maneira como os gestores entendem um PMS influencia de forma significativa a forma como estes se comportam. Os dados também evidenciam que os PMS influenciam a motivação, as percepções, a participação e o stress relacionado com trabalho dos gestores.Palavras-chave: sistemas de medição de performance; KPIs; consequências dos PMS; comportamento das pessoas.

Analysis of the performance measurement process of a 3PL provider: the case of a multinational company

“…The use of PMS can have positive and negative impacts on people's attitudes (Franco-Santos et al, 2012;Lampreia & Major, 2017) depending on how the evaluation is carried out and whether or not this evaluation is associated with a reward system (Franco- Santos et al, 2007). Thus, the evaluation and award stage involves criteria for evaluating the performance itself and justifying (or not) the granting of rewards.…”

“…Thus, the way results are presented must meet this audience, which has less demand for managerial information. This is considered a good practice, as the dissemination of information on results influences the behavior of employees, motivating the work team (Lampreia & Major, 2017). The use of indicators to communicate the results, as proposed by Franco- Santos et al (2007), is also noteworthy.…”

Medição e gestão de desempenho em empresas construtoras

“…Assim, esforços continuam sendo envidados, tanto por pesquisadores de gestão na construção (AFTAB et al, 2016;HU;LIU, 2016;MAYA, 2016;VILLARREAL;PELLICER;RODRIGUEZ, 2017) como nas ciências administrativas (BITITCI et al, 2012;O'CONNEL;O'SULLIVAN, 2014;BOURNE et al, 2018;LAMPREIA;MAJOR, 2017;FRANCO-SANTOS;OTLEY, 2018;HULL, 2018), visando consolidar a medição e a gestão do desempenho nas organizações.…”