What drives the use of performance measurement (PM) systems in the public sector? And what are the effects of PM use? In a recent study in Financial Accountability & Management (Van der Kolk, 2022, open access), I address these questions. In this blog, I highlight seven observations from the review.Continue reading
The omnipresence of smiley evaluations, rankings, scores, key performance indicators and school grades hardly surprise us anymore. We take their presence and value for granted. But these quantified measures of performance come at a cost, I argue in a recent commentary in Business & Society.Continue reading
In an effort to not become an “ivory tower academic“, I accepted the invitation from Follow The Money (a Dutch platform for investigative journalism) to start writing some brief articles. In these articles, I focus on issues related to management, accounting, behavior and ethics, and try to communicate research findings from the fields of management, accounting and business ethics to a wider audience.
Yesterday, 15 January, the findings from our study on management and motivation in the public sector featured on the Dutch national news radio BNR.
(This article was also published on IE Business School’s corporate relations page IE Insights.)
Can performance measurement systems negatively impact performance? A recent study (“Performance measurement, cognitive dissonance and coping strategies: exploring individual responses to NPM-inspired output control”) suggests this, finding that employee behavior can change when performance is being measured. When subjected to such scrutiny, professionals sometimes rather focus on easily measurable tasks, while avoiding activities that are not measured or do that do not yield results in the short term. And that may harm the (long-term) performance of professionals and organizations.
Based on my doctoral dissertation I recorded a 59 second video, summarizing the findings of one of the chapters.