Originality/value – This paper answers a call to connect management control studies with managerial work done in practical settings. Practical implications – The case studied demonstrate how a performance management system can be designed and managed so that long-term fatigue is avoided while maintaining a dynamic workforce who adapts in the face of environment change by increasing their efforts as needed. ![]() Research limitations/implications – While long-term gains in productivity are not the direct product of goal setting, the close relationship between goals and productivity illustrates the motivational potential of communicable targets and close feedback that led to a culture of performance within the organization. ![]() Purpose – The purpose of this paper is to give evidence of effective, large-scale and time-sustained goal-setting through the use of performance indicators in managing a fairly large and decentralized social-security organization, despite indications that the motivational effects of goal setting are hard to sustain in the long term.ĭesign/methodology/approach – We analyse 5 years of monthly organizational performance data across 30 regional offices and 5 activities to identify the links between performance indicators and productivity.įindings – We identify correlations that demonstrate a cycle where low performance scores on indicators increase productivity in the next period, but high performance decrease it, thus renewing the cycle.
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