Abstract
The purpose of this study is to characterise the dynamics between the performance management system (PMS) and the quality management system (QMS). We conducted a comparative case study between two university medical centres. We interviewed 41 participants from eight sub-units of analysis. We also conducted seven hours of meeting observations, 16 hours of management observations as well as a review of 46 documents that were submitted to us by the workers. Our results show that there are four types of possible interactions between the PMS and the QMS which are independence, antagonism, communication and collaboration. Moreover, there are three realms of interactions being the realms of structure, identities and practices. We found that the PMS and the QMS interact more in clinical units. The support services do not have well-developed performance and quality management. Also, the workers involved in operations are disconnected from the concept of performance.
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