Performance measurement systems in the health and care sector. Are targets and monitoring additional demands or resources for employees?
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INVESTIGACIONMetadatos
Título
Performance measurement systems in the health and care sector. Are targets and monitoring additional demands or resources for employees?Fecha de publicación
2023-08-31Editor
Emerald InsightISSN
0144-3577Cita bibliográfica
de Menezes, L.M. and Escrig-Tena, A.B. (2023), "Performance measurement systems in the health and care sector: Are targets and monitoring additional demands or resources for employees?", International Journal of Operations & Production Management, Vol. 43 No. 13, pp. 302-329. https://doi.org/10.1108/IJOPM-12-2022-0763Tipo de documento
info:eu-repo/semantics/articleVersión de la editorial
https://www.emerald.com/insight/content/doi/10.1108/IJOPM-12-2022-0763/full/htmlVersión
info:eu-repo/semantics/publishedVersionPalabras clave / Materias
Resumen
Purpose – This paper aims to improve our understanding of performance measurement systems in the health and care sector, by focussing on employee reactions to core performance measurement practices. Targets and ... [+]
Purpose – This paper aims to improve our understanding of performance measurement systems in the health and care sector, by focussing on employee reactions to core performance measurement practices. Targets and monitoring are hypothesised to be associated with employee perceptions of job control, supportive management and job demands, which in turn, are expected to be linked to employee-wellbeing and organisational commitment.
Design/methodology/approach – Matched employee workplace data are extracted from a nationally
representative and publicly available survey. Structural equation models are estimated.
Findings – Performance measurement systems are neither perceived as resources nor additional demands. Setting many targets and a focus on productivity can lead to negative employee outcomes, since these positively correlate with perceptions of job demands, which negatively correlate with employee wellbeing. However, monitoring financial performance and monitoring employee performance may be helpful to managers, as these are positively associated with employee perceptions of job control and supportive management, which positively correlate with job satisfaction and organisational commitment and, negatively, with anxiety. Overall, common criticisms of performance measurement systems in healthcare are questioned.
Originality/value – Given the lack of consensus on how performance measurement systems can influence
employee experiences and outcomes, this study combines theories that argue for performance measurement systems in managing operations with models developed by psychologists to describe how perceptions of the work conditions can affect employee attitude and wellbeing. A conceptual model is therefore developed and tested, and potential direct and indirect effects of performance measurement systems in the health sector are inferred. [-]
Publicado en
International Journal of Operations & Production Management, Vol. 43 No. 13Entidad financiadora
Universitat Jaume I
Código del proyecto o subvención
UJI-B2020-55
Derechos de acceso
© Lilian M. de Menezes and Ana B. Escrig-Tena.
info:eu-repo/semantics/openAccess
info:eu-repo/semantics/openAccess
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