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Performance-based management and quality of work: an empirical assessment
Pierre Falzon1, Adelaide Nascimento, Corinne Gaudart
1Research Center on Work and Development, Conservatoire national des arts et métiers, Paris, France.
Work (Reading, Mass.)
|February 10, 2012
Summary
Performance-based management in France is becoming standard, impacting employee workload and job roles. This study assessed its effects on workers, teams, and organizational structures.
Area of Science:
- Management Science
- Sociology
- Ergonomics
Background:
- Performance-based management is increasingly adopted in both public and private sectors in France.
- It aims to enhance service quality, productivity, efficiency, and organizational focus.
Purpose of the Study:
- To assess the impact of performance-based management on employees, teams, and work organization.
- To understand the effects on workload, job transformation, and the use of performance indicators.
Main Methods:
- A study was conducted for the French Ministry of Budget.
- Included approximately 100 interviews with employees across various categories.
- Utilized 6 working groups for analysis validation and amendment.
Main Results:
- Performance-based management can lead to increased workload and work intensification.
- The study examined the role of indicators in performance management.
- Observed transformations in job roles and responsibilities due to performance management.
Conclusions:
- Performance-based management introduces significant changes to work organization and employee experience.
- Further research is needed to fully understand the long-term implications of these changes.
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