An increasing number of organisations are implementing strategic performance management systems. Despite the increase in experience gained with implementing this approach, there is still a lot to be learned about the factors that influence the everyday use of performance management and of the factors that influence performance-driven behavior. We identified behavioral factors that have an influence on this behavior. More recently we consolidated these factors into nine aspects, developing a tool called the Performance Management Analysis – PMA®.

The need for performance drivenness

• Key for HPO’s is to create a strong performance drive in the organisation.
• Therefore the Strategic Performance Management system of the organisation has to be strengthened.
• This means that both the structural and the behavioral sides of performance management have to be addressed.

The Performance Management Analysis (PMA) factors

Responsibility structure

• Clear clear tasks and responsibilities for every management level.
• Guidelines for strategic plans and targets.
• Consistent application by all management levels.

Content (of reports)

• Balanced set of performance information.
• Strategic focus through use of CSF’s and KPI’s.
• Dynamic targets, obtained through bench-marking.

Integrity (of data)

• Reliable information.
• Timely information.
• Consistent information.

Manageability (of information)

• User friendly reports and systems.
• Exception reporting.
• More detailed performance information easy to access.

Accountability

• Performance information is relevant.
• Performance results can be influenced.
• Performance alignment takes place on all management levels.

Management style

• Management is visibly committed.
• Improvement culture is fostered.
• Consistent behavior on all management levels.

Action orientation

• Performance information is integrated in daily activities.
• Actions to immediately correct problems.
• Prognosis to start addressing future problems.

Communication

• Regular communication, top-down and bottom-up.
• Regular sharing and transferring of performance information between organisational units.
• Structured knowledge sharing.

Alignment

• Human Resource Management tools (performance evaluation, rewarding, training) are aligned with performance management.
• Good and positive attitude towards performance management.
• Organisation has improved its results thanks to the use of performance management.