Behavioral factors influencing performance management systems' use

Abstract

PurposeThe purpose of this paper is to substantiate conclusions from De Waal's case study research about the role of behavioral factors in the use of performance management systems.Design/methodology/approachDe Waal's exploratory research is replicated in four more Dutch organizations. Data were collected through the use of questionnaires, interviews and document research. Data of the additional case studies were combined with De Waal's. Pattern matching was used to compare all case studies. De Waal's initial research design was extended through the inclusion of different levels of matches in the pattern matching exercise.FindingsAnalysis on different levels of matches showed that behavioral factors can be ranked according to their relative importance. The research has demonstrated that it is possible to identify which behavioral factors are the most important ones for the use of a performance management system.Research limitations/implicationsThe results of the research are limited to the Dutch situation.Practical implicationsThe research findings allow managers to focus their attention on what is most important to improve the use of their performance management systems, and hence to enhance the performance of their company.Originality/valueThis paper is useful for both researchers and practitioners in that it gives interesting new insights into the relative importance of behavioral factors in the use of performance management systems.