The Inner Workings of Performance Management in Danish Job Centers: Rational Decisions or Cowboy Solutions?

Abstract

This article discusses how a central performance management system in Danish job centers affects employees’ perceptions of accountability, autonomy, common goals, and dialogue. Dysfunctional behavioral effects are explored in qualitative analyses based on four case studies. Results indicate that the expected positive effects of performance management do not materialize at the Danish job centers because the focus of the implementation process gradually shifts from results to process goals. This is related to a series of dysfunctional behavioral effects which, instead of creating commitment, frustrate and stress the employees.

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