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Data recording in performance management: trouble with the logics
Social development center, Denmark.
Linnaeus University, Faculty of Social Sciences, Department of Social Work.ORCID iD: 0000-0002-2655-2132
2017 (English)In: American Journal of Evaluation, ISSN 1098-2140, E-ISSN 1557-0878, Vol. 38, no 2, p. 190-204Article in journal (Refereed) Published
Abstract [en]

In recent years, performance management (PM) has become a buzzword in public sector organizations.Well-functioning PM systems rely on valid performance data, but critics point out thatconflicting rationale or logic among professional staff in recording information can undermine thequality of the data. Based on a case study of social service staff members, the authors explore threerecording logics. The findings reveal a complexity of recording behavior and show how frontline staffshift between recording logics according to the situation. The actual data recordings depend notonly on the overall logic but also on factors such as attitudes, assumptions, and motives. The authorssuggest that shifting recording logics weaken the validity of performance data. These shifts underminethe idea of PM as a trustworthy strategy to bridge the gap between professional and managerialstaff, as well as the possibility of a well-informed management.

Place, publisher, year, edition, pages
Sage Publications, 2017. Vol. 38, no 2, p. 190-204
Keyword [en]
Performance measurement (goal attainment), Logics, Performance data, Occupational professionalism, Organizational professionalism
National Category
Social Work
Research subject
Social Sciences, Social Work
Identifiers
URN: urn:nbn:se:lnu:diva-59307DOI: 10.1177/1098214016681510ISI: 000401237500002OAI: oai:DiVA.org:lnu-59307DiVA, id: diva2:1058048
Available from: 2016-12-20 Created: 2016-12-20 Last updated: 2017-09-20Bibliographically approved

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CiteExportLink to record
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Citation style
  • apa
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