The Ethics of Metrics: Overcoming the Dysfunctional Effects of Performance Measurements Through Justice

Cugueró-Escofet, Natàlia; Rosanas, Josep M.

doi:10.1007/s10551-016-3049-2

Cited by 34 publications

(27 citation statements)

References 54 publications

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“…Today control has become a quantitative evaluation of performance measured against the bottom line. According to Cugueró-Escofet and Rosanas (2016), in both theory and practice the latest control systems have gone in a direction of becoming more Bautomatic^in applying systems of measurement and incentives as substantial means of control, and pay less attention to qualitative aspects, with the consequence of dysfunctional effects, including some recent scandals. 5) Communication.…”

Section: ) Creation Of Institutional Statements Including Corporatementioning

confidence: 99%

Understanding Humanistic Management

2016

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Humanistic management is a people-oriented management that seeks profits for human ends. It contrasts with other types of management that are essentially oriented toward profits, with people seen as mere resources to serve this goal. This article reviews the historical development of humanistic management and the ever-increasing body of literature on the concept as well as the different meanings that scholars attribute to it. It then explores what form a genuine humanism might have by presenting seven propositions labeled as: 1) wholeness, 2) comprehensive knowledge, 3) human dignity, 4) development, 5) common good, 6) transcendence, and 7) stewardship-sustainability. Next, it looks at four characteristics of a humanistic ethos for managing business: the view of the individual and human work, the role of the individual in the society and in interacting with nature, the business firm, and the purpose of business in society. Finally, it presents some insights for the practice of humanistic management.

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Section: ) Creation Of Institutional Statements Including Corporatementioning

confidence: 99%

Understanding Humanistic Management

2016

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“…However, although such measures are necessary, they are oversimplified solutions to what is a more complex problem and insufficient (Rosanas & Velilla, 2005). Some management scholars propose to focus more on informal controls rather than on pure formalized ones (Cugueró-Escofet & Rosanas, 2016). This can potentially have limited effectiveness, especially with regard to second-order corruption, in which being conscious of rationalization can add value to those informal controls exerted by managers (Zyglidopoulos, 2016).…”

Section: Corruption and Rationalizationmentioning

confidence: 99%

“The Devil Made Me Do It!” An Inquiry Into the Unconscious “Devils Within” of Rationalized Corruption

Klerk

2017

Journal of Management Inquiry

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Individuals involved in corruption often offer rationalizations to convince themselves and others that they are not corrupt, and that their acts are justified and acceptable. However, to confine the dynamic process of mobilizing rationalizations to this purpose is too restrictive. Drawing on psychoanalytic theory, it is argued that an unconscious urge for rationalizations develops from a need to find psychological restitution and atonement, achieved only through self-convincing beliefs of acquittal. Six unconscious motives are identified as explanations how offenders believe that rationalizations acquit them from guilt, indemnify them, or redeem the corruption. These motives represent metaphorical devils that can spawn corruption in otherwise law-abiding citizens with moral intentions. Conceptualizations bring the unconscious dynamics or rationalized corruption into consciousness, where it can be studied and worked with. This makes an important contribution toward enabling managers to be more in control of rationalized corruption, both in themselves and elsewhere in the organization.

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“…These premises give way to the idea that PMSs accurately and validly reflect 'actual' performance (Chwastiak 2006;Cugueró-Escofet and Rosanas 2017;Hood 2006). Over time, the use of these controls leads managers to believe their assumptions about performance, its measurement and accountability are applicable to their organization.…”

Section: Unintended Consequences Of Pmssmentioning

confidence: 99%

“…Over time, the use of these controls leads managers to believe their assumptions about performance, its measurement and accountability are applicable to their organization. These premises give way to the idea that PMSs accurately and validly reflect 'actual' performance (Chwastiak 2006;Cugueró-Escofet and Rosanas 2017;Hood 2006). This unintended consequence is cited by 24% of the studies included in the review.…”

Section: Unintended Consequences Of Pmssmentioning

confidence: 99%

Reviewing and Theorizing the Unintended Consequences of Performance Management Systems

Franco‐Santos

Otley

2018

Int J Management Reviews

139

118

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Different design choices in the controls used to manage performance often lead to a range of unintended consequences, which have profound effects on individuals and organizations. This paper presents a mixed review (both systematic and eclectic) of the literature on the unintended consequences of performance management systems, and develops a typology to explain how and why they occur. It finds that the most salient unintended consequences of directive performance management systems are gaming, information manipulation, selective attention, illusion of control and relationships transformation. It argues that these consequences exist as a result of limiting factors such as ignorance, error, short‐term concerns, fundamental values, self‐fulfilling forecasts and changes in social relationships. The emerging typology‐based theory suggests that the choice of control mechanisms is based on two key assumptions concerning goal‐alignment and goal‐uncertainty that relate back to ideas in agency theory and stewardship theory. It concludes that, in the design of performance management systems, the more the ‘assumed’ reality about the state of goal‐alignment and goal‐uncertainty diverges from the ‘real’ state of affairs, the more the resultant system is likely to create perverse unintended consequences, leading to poor organizational outcomes.

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The Ethics of Metrics: Overcoming the Dysfunctional Effects of Performance Measurements Through Justice

Cited by 34 publications

References 54 publications

Understanding Humanistic Management

Understanding Humanistic Management

“The Devil Made Me Do It!” An Inquiry Into the Unconscious “Devils Within” of Rationalized Corruption

Reviewing and Theorizing the Unintended Consequences of Performance Management Systems

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