What is performance measurement for? Multiple uses of performance information within organizations

Abstract

Recent research in performance measurement has focused on the tension between two uses of performance information: ‘passive’, to ensure compliance, and ‘purposeful’, to improve services. This article presents an in‐depth study of two public sector organizations in England and shows that the main tension may actually lie between a combined purposeful and passive use, and an exclusively passive one. This tension was most pronounced between organizational levels, where a combined use was dominant among senior managers, and an exclusively passive one was prevalent among middle managers and frontline staff. This split was not intentional—instead, it reflected how people interpreted the role of performance measurement, suggesting that simply promoting greater use of information may not be sufficient for linking measurement with service improvement. This study extends the theoretical understanding of the dynamics of performance information use in organizations and generates implications for using performance measurement to improve service delivery.

The role(s) of accounting and performance measurement systems in contemporary public administration

“…Along these lines, both George et al () and Micheli and Pavlov () explore and identify the possible drivers of performance information use(s), with the former mainly focusing on how institutional forces influence politicians’ behaviours, and the latter exploring internal organizational dynamics, and, importantly, how and why different actors will favour different uses.…”

“…Along these lines, both George et al (2019) and Micheli and Pavlov (2019) explore and identify the possible drivers of performance information use(s), with the former mainly focusing on how institutional forces influence politicians' behaviours, and the latter exploring internal organizational dynamics, and, importantly, how and why different actors will favour different uses. appear to lead to a higher intended performance information use, normative pressures (comparisons with performance standards recommended by a professional organization) encourage respondents to share contact details in order to learn more about the performance indicator.…”

“…Also focusing on the use of performance information, Micheli and Pavlov () address the tension between two different uses of performance information; ‘passive’, to ensure compliance, and ‘purposeful’, to improve public services. In their case study of two English public sector organizations, they explore both the diversity of uses of performance information (passive, purposeful), and how such uses intertwine and combine.…”

Resisting government rendered surveillance in a local authority

“…These techniques involve managers monitoring employees to determine whether they have achieved predefined performance expectations. Micheli and Pavlov (2017) argue that the performance information derived from such performance management techniques can be used in multiple ways. It can be used 'passively' to ensure monitoring, control, and reporting or it can be used 'purposefully' to improve efficiency and effectiveness.…”

“…These policy driven changes intensified with the 2008 financial crisis as a means of reducing costs in local authorities (Pollitt 2010). This is despite diminishing evidence supporting the claim that expanding the use of performance management techniques to measure public sector organizations will improve the service (Fryer, Antony, and Ogden 2009;Micheli and Pavlov 2017).…”