Why does performance management not perform?

Miguel Pina e Cunha, Daniel Veiga Vieira, Arménio Rego, Stewart Clegg

Research output: Contribution to journalArticlepeer-review

14 Citations (Scopus)


Purpose: The purpose of this paper is to ask why poor performance management practices persist in Portugal, in the middle of claims to increase productivity. Design/methodology/approach: An inductive micro-practice analysis is used to understand barriers to management practice that do not require massive institutional changes. Findings: The practice of performance management in Portugal typically displays three weaknesses: (1) insufficient planning (2) process and integrity issues, and (3) a non-meritocratic logic. Research limitations/implications: The paper discusses the important topic of persistence of bad practices, showing how institutionalized patterns might be difficult to eradicate even they are suboptimal. Practical implications: The authors identity key issues in the functioning of performance management, therefore helping managers in developing remedies to improve the quality of their practice. Originality/value: The paper explains the persistence of bad management practice whose continuity hinders not only organizations’ effectiveness but also that of their members.

Original languageEnglish
Pages (from-to)673-692
Number of pages20
JournalInternational Journal Of Productivity And Performance Management
Issue number4
Publication statusPublished - 1 Jan 2018


  • Management practices in society
  • Meritocracy
  • Performance management
  • Portugal


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