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In trouble with the logics: data recording in performance management
Signe Groth Andersson, Socialt Udviklingscenter SUS, Köpenhamn; [email protected]
Verner Denvall, Linnéuniversitetet, Sverige; [email protected]
Vad säger forskning om performance management?
• Bas i TQM och New public management
• Från varuproduktion till mer komplexa tjänstesystem
• ”Man kan inte leda utan att mäta”
• Finns ett otal varianter• Ofta omskrivet och
kritiserat – men anses nödvändigt
• Beroende av korrekta data
• Shit in – shit out• Professionslogik kontra
organisationslogik• Olika slags logiker i spel
samtidigt; hur påverkas mätningen? Kan man tjäna något på att luras och rapportera fel till chefen?
Kvalitetsstjärnan – Oucome star
Case i en dansk kommun bland institutioner för hemlösa
Det store spørgsmål:
Hvordan fungerer performance measurement i
praksis?
Det afhænger af karakteren af og samspillet mellem forskellige logikker i
organisationen
Det korte svar:
StyringMonitorering,
SystemerKontrol,
Ensretning
Læring og selvledelse
Organizational professionalism
AutonomyPeer authority
TrustRelations
Professional values
Occupational professionalism
Organisationens interesser Professionens eller klientens interesser
Organizational professionalism Occupational professionalism
"For me it is about making something happen that the client can benefit from - on his own terms. So it does not necessarily have to do with some centrally outlined guidelines"
"By looking at the progress of several clients from one social service center or within one specific area, central management can assess whether the efforts and interventions are leading to good overall results or whether they may need adjustment”
Monitorering, kontrol,
ensretningLæring og
selvledelse
Ledelses/management logikker
Professional
InstrumentalStrategic
Recording logics
Logikker i vort studie
3 recording logics:• Strategic• Professional• Instrumental
Rationale
Assumptions, attitudes, motives
Recording behavior
Recording logic
Rationale Attitude/assumption Motive Recording behavior
Strategic Pragmatic and calculating
Lack of confidence in the PM systems ability to convey meaningful data
Lack of confidence in managers’ ability to interpret data
Distrust of managers’ intentions
Consideration for the units‘ position
Consideration for the professionals’ own position
Consideration for the client’s well-being/position
Calculating recording:
Intentionally higher or lower scores than the guidelines prescribe, if it is believed to accommodate a beneficial communication strategy, “cheating” and “gaming”
Professional Occupational professionalism
Lack of confidence in the PM systems ability to convey meaningful data
Resistance to the values of the PM system
Indifference to the PM system
Consideration for the relation and the client’ well being
Loyalty to occupational, principles and values
Symbolic recording:
Purposely indifferent, higher or lower scores than the guidelines prescribe if it is believed to accommodate the well-being of the client or the values of the profession
Instrumental Organizational professionalism
Confidence in the PM system and managements overall intentions with implementing it
Confidence in the PM systems ability to convey meaningful data
Consideration for the organization
Consideration for the large population of clients
A desire to comply with the given guidelines and procedures
Instrumental recording:
Records in the PM system reflect a professional assessment that strives to give a score that accommodates the recording guidelines provided by management
Recording logic
Rationale Attitude/assumption
Motive Recording behavior
Professional Occupational professionalism
Lack of confidence in the PM systems ability to convey meaningful data
Resistance to the values of the PM system
Indifference to the PM system
Consideration for the relation and the client’ well being
Loyalty to occupational, principles and values
Symbolic recording:
Purposely indifferent, higher or lower scores than the guidelines prescribe if it is believed to accommodate the well-being of the client or the values of the profession
The professional recording logic
SSsss
Lower
Professional recording logic
Occupational professionalism
AutonomyPeer authority
TrustRelations
Professional values
Higher
Lower
Loyalty to occupational, principles and values
Resistance to the values of the PM system
Consideration for the relation and the client’ well being
Influencing factors
Rationale
Recording behavior
It would be a shame to spend time discussing numbers. When we deal with people we do not discuss simple dimensions. These are complex
problems where you cannot separate one dimension from the other
Professional recording logic
We have resigned a bit when it comes to these recordings… we do the recordings in five minutes – because we have to.
If I can see that I exceed a clear line where the client just doesn’t agree
with the score or feels really uncomfortable with it, I make the
score higher. I do this for the simple reason that I value the relation to the
client highly.
Recording logic
Rationale Attitude/assumption Motive Recording behavior
Strategic Pragmatic and calculating
Lack of confidence in the PM systems ability to convey meaningful data
Lack of confidence in managers’ ability to interpret data
Distrust of managers’ intentions
Consideration for the units‘ position
Consideration for the professionals’ own position
Consideration for the client’s well-being/position
Calculating recording:
Intentionally higher or lower scores than the guidelines prescribe, if it is believed to accommodate a beneficial communication strategy, “cheating” and “gaming”
The strategic recording logic
We asked many, many times, "what will it be used for?" We never got an
answer! . . . And then you sit back and say, well, has it got something to do with
financial resources or something?
Strategic recording logic
We have agreed to keep the scorings low. We experience ongoing problems with staffing
cuts, so if we score everyone high then it may well be that management continue to cut staff because “the clients are doing okay”
Recording logic
Rationale Attitude/assumption
Motive Recording behavior
Instrumental Organizational professionalism
Confidence in the PM system and managements overall intentions with implementing it
Confidence in the PM systems ability to convey meaningful data
Consideration for the organization
Consideration for the large population of clients
A desire to comply with the given guidelines and procedures
Instrumental recording:
Records in the PM system reflect a professional assessment that strives to give a score that accommodates the recording guidelines provided by management
The instrumental recording logic
There were many such conspiracy theories. But I really do not think about it. I think about making the recording as accurate as possible and avoiding major
fluctuations over time
Instrumental recording logic
Let's say that you score 9 for one client, because you want yourself and your work to look good, and then the client is granted less or no support on that basis; that would be pretty bad!
Slutsatser• Validiteten af de performance data som produceres afhænger
af de forskellige logikker som eksisterer i organisationen
• De recording logics som tages i anvendelse (og udfaldet af dem i form af recording behavior) påvirkes af flere forskellige faktorer og kan skifte fra én situation til en anden
• Et bestemt rationale giver ikke altid den samme recording behavior
• ”Irrationelle” faktorer som følelse tillid, oplevelsen af forskellige værdier, og det at føle sig forstået har betydning for opkomsten af alternative logikker.
• Succesfuld PM beror ikke bare på gode strukturer, men også på gode relationer
