Performance management: identification of scales and measurement units from a systematic literature review
Keywords:
Measurement. Performance management. Scale. Systematic review.Abstract
Performance management (PM) is a factor with significant contribution to organizational success and key to finding the best management, efficiency and prosperity. Given its potential for organizational improvement in both the private and public sectors and its difficulty in objective measurement, this article was proposed with the objective of identifying PM measurement scales. To this end, a systematic literature review was conducted based on the PRISMA model, to find perspectives and analyze the construction of the measurement scales that can be used. Twenty-four publications were found that after applying a filter with the eligibility criteria were reduced to 05, which were duly inserted for the qualitative and descriptive analysis of this research. Twenty-one publications were found that after applying a filter with the eligibility criteria were reduced to five, which were duly inserted for the qualitative and descriptive analysis of this research. As main conclusions it is possible to affirm the considerable difference between the perspectives of the authors proposing the scales to measure PM, the result of a single scale constructed and validated exclusively to measure PM and the great potential for applying the measurement of the construct for organizational improvement.
Downloads
References
AGRANOFF, R.; MCGUIRE, M. Inside the matrix: Integrating the paradigms of intergovernmental and network management. International Journal of Public Administration, 26, 1401-1422, 2003.
AMMONS, D. N. Overcoming the inadequacies of performance measurement in local government: the case of libraries and leisure services. Public Administration Review, v.55, n. 1, p. 37 – 46, 1995.
ANSELL, C.; GASH, A. Collaborative governance in theory and practice. Journal of Public Administration Research and Theory, 18, 543-571, 2008.
ARMSTRONG, M.; BARON, A. Performance Management: The New Realities. CIPD, London, 1998.
BEER, M.; RUH, R.A. Employee growth performance management, Harvard Business Review, July-August, pp. 59-66, 1976.
BLAND, R. L.; CLARKE, W. Texas: The use of performance data in budgeting and management. In: CLYNCH, E. J.; LAUTH, T. P. (Eds.), Budgeting in the states: Institutions, processes, and politics, p. 277–292. Westport, CT: Praeger, 2006.
BOURNE, M. Researching performance measurement system implementation: The dynamics of success and failure. Production Planning and Control, v. 16, n. 2, p. 101–113, 2005.
BOURNE, M.; KENNERLEY, M.; FRANCO-SANTOS, M. Managing through measures: a study of impact on performance, Journal of Manufacturing Technology Management, Vol. 16 No. 4, pp. 373-395, 2005.
CONFORTO, E.; AMARAL, D. C.; SILVA, S. L. D. A. Roteiro para revisão bibliográfica sistemática: aplicação no desenvolvimento de produtos e gerenciamento de projetos. In: 8º Congresso Brasileiro de Gestão de Desenvolvimento de Produto. Anais do 8º CBGDP. 2011.
DESLATTE, A.; SWANN, W. L. Elucidating the linkages between entrepreneurial orientation and local government sustainability performance. American Review of Public Administration, v. 50, n. 1, p. 92–109, 2020.
DE WAAL, A.; KOURTIT, K.; NIJKAMP, P. The relationship between the level of completeness of a strategic performance management system and perceived advantages and disadvantages, International Journal of Operations & Production Management, v. 29, n. 12, p. 1242-1265, 2009.
ERCOLE, F. F.; MELO, L. S.; ALCOFORADO, C. L. G. C. Revisão integrativa versus revisão sistemática. Revista Mineira de Enfermagem, v. 18, n. 1, p. 9-12, 2014.
FERENHOF, H. A.; FERNANDES, R. F. Desmistificando a revisão de literatura como base para redação científica: método SSF. Revista ACB: Biblioteconomia em Santa Catarina, v. 21, n. 3, p. 550-563, ago./nov., 2016.
FRANCO-SANTOS, M.; LUCIANETTI, L; BOURNE, M., “Contemporary performance measurement systems: a review of their consequences and a framework for research”, Management Accounting Research, v. 23, n. 2, p. 79-119, 2012.
GEORGE, B.; DESMIDT, S. Strategic-Decision Quality in Public Organizations: An Information Processing Perspective. Administration and Society, v. 50, n. 1, p. 131–156, 2018.
GILMOUR, J. B.; LEWIS, D. E. Does performance budgeting work? An examination of the office of management and budget’s PART scores. Public Administration Review, v.66, p. 742–752, 2006.
HAMMERSCHMID, G.; OPRISOR, A.; STIMAC, V. (2013). COCOPS Executive Survey on Public Sector Reform in Europe Research. Disponível em < Research project: Co-ordinating for cohesion in the public sector of the future (COCOPS) – Public Governance Institute (kuleuven.be) > Acesso em abril de 2021.
HO, A. Perceptions of performance measurement and the practice of performance reporting by small cities. State and Local Government Review, v. 35, n.2, p. 161 – 73, 2003.
HOLZER, M. et al. Obstacles and Opportunities for Sustaining Performance Management Systems. International Journal of Public Administration, v. 42, n. 2, p. 132–143, 2019.
HOLZER, M. et al. Implementing Performance Budgeting at the State Level: Lessons Learned from New Jersey. International Journal of Public Administration, v. 39, n. 2, p. 95–106, 2016.
HOLZER, M.; YANG, K. Performance Measurement and Improvement: an Assessment of the State of the Art. International Review of Administrative Sciences, v. 70, n. 1, p. 15–31, 2004.
JÄÄSKELÄINEN, A.; ROITTO, J. M. Designing a model for profiling organizational performance management. International Journal of Productivity and Performance Management, v. 64, n. 1, p. 5–27, 2015.
JIMENEZ, B. Smart cuts? Strategic planning, performance management and budget cutting in US cities during the Great Recession. Journal of Public Budgeting, Accounting and Financial Management, 26(3), 494–526, 2014.
KEH, H. T.; NGUYEN, T. T. M.; NG, H. P. The effects of entrepreneurial orientation and marketing information on the performance of SMEs. Journal of Business Venturing, 22, 592-611, 2007.
MALHOTRA, S. Building Employee Engagement through Effective Performance Management. Employee Engagement Through Effective Performance Management, [s. l.], v. III, n. 02, 2012.
MENDES-DA-SILVA, W. Contribuições e limitações de revisões narrativas e revisões sistemáticas na área de negócios. Revista de Administração Contemporânea, v. 23, n.2, p. 1-11, 2019.
MOHER, D.; LIBERATI, A.; TETZLAFF, J.; ALTMAN, D.G. The PRISMA group (2009) preferred reporting items for systematic reviews and meta-analyses: the PRISMA statement. PLoS Med v.6, n. 7. Disponível em < https://doi.org/10.1371/journal.pmed.1000097 >
MOHER, D.; LIBERATI, A.; TETZLAFF, J.; ALTMAN, DG. Principais itens para relatar revisões sistemáticas e meta-análises: a recomendação PRISMA. Epidemiologia e Serviços de Saúde, v. 24, n. 2, p. 335-342, 2015.
MOHR, Z. T.; RAUDLA, R.; DOUGLAS, J. W. Is Cost Accounting Used with Other NPM Practices? Evidence from European Countries. Public Performance and Management Review, v. 41, n. 4, p. 696–722, 2018.
MOYNIHAN, D. P.; PANDEY, S. K. The Big Question for Performance Man- agement: Why Do Managers Use Performance Information? Journal of Public Administration Research and Theory, v. 20, p. 849 – 866, 2010.
NA-NAN, K.; CHAIPRASIT, K.; PUKKEEREE, P. A validation of the performance management scale. International Journal of Quality and Reliability Management, v. 35, n. 6, p. 1253–1267, 2018.
NEELY, A. et al. Performance measurement system design: Developing and testing a process-based approach. International Journal of Operations and Production Management, [s. l.], v. 20, n. 10, p. 1119–1145, 2000.
POISTER, T. H. The future of strategic planning in the public sector: Linking strategic management and performance. Public Administration Review, v. 70(Suppl. 1), p. 246–254, 2010.
RALPH, W.A. Performance management and organizational strategy: how to design systems that meet the needs of confrontation strategy, The British Accounting Review, v. 43, n. 4, p. 251-263, 2011.
RIDLEY, C. E.; SIMON, H. Measuring municipal activities: a survey of suggested criteria for appraising administration. Chicago, IL: International City Managers’ Association, 1943.
SANGER, M. B. From measurement to management: Breaking through the barriers to state and local performance. 2008.
SCHAUFELI, W.; BAKKER, A. UWES Utrecht Work Engagement Scale. Preliminary manual, Utrecht University, Occupational Health Psychology Unit. Disponível em < http://www.schaufeli.com > Acesso em maio 2021.
STAM, W.; ELFRING, T. Entrepreneurial orientation and new venture performance: The moderating role of intra-and extraindus- try social capital. Academy of Management Journal, 51, 97-111, 2008.
ŠPALKOVÁ, D.; ŠPAČEK, D.; NEMEC, J. Performance Management and Performance Appraisal: Czech Self-Governments. NISPAcee Journal of Public Administration and Policy, v. 8, n. 2, p. 69–88, 2015.
TUNG, A.; BAIRD, K; SCHOCH, H.P. Factors influencing the effectiveness of performance measurement systems, International Journal of Operations & Production Management, v.31, n. 12, p. 1287-1310, 2011.
WHOLEY, J. S.; HANTRY, H. P. The Case for Performance Monitoring. Public Administration Review, v. 52, n. 6, p. 604–610, 1992.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2022 Cadernos de Ciências Sociais Aplicadas
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
