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Effects of performance measurement system inconsistency on managers’ role clarity and well-being

Journal article
Authors Mikael Cäker
Sven Siverbo
Published in Scandinavian Journal of Management
Volume 34
Issue 3
Pages 256-266
ISSN 0956-5221
Publication year 2018
Published at Department of Business Administration, Accounting
Centre for Global Human Resource Management
Pages 256-266
Language en
Keywords Job autonomy, Loose control, Managerial support, Performance measurement systems (PMS), PMS inconsistency, Role clarity, Well-being
Subject categories Business Administration


© 2018 Elsevier Ltd In this paper we explore the impact of PMS inconsistency on managerial role clarity and well-being. In addition, we investigate if problems with PMS inconsistency can be dealt with by convincing superiors to loosen their control reactions to variances, giving managers job autonomy and providing managers with support from superiors, peers and staff functions. Based on survey responses from 799 managers in one public sector organization and 187 managers in one private sector organization we conclude that PMS inconsistency has negative effects on managers’ role clarity and well-being. This situation does not improve if superiors practice loose control; on the contrary, it seems to make managers’ work situation worse. Job autonomy and support appear to be better coping methods since they have direct positive impacts on managers’ role clarity and well-being that counteracts the negative effects of PMS inconsistency.

Page Manager: Webmaster|Last update: 9/11/2012

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