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Reconsidering performance management to support innovative changes in health care services

Anell, Anders LU (2024) In Journal of Health Organization and Management 38(9). p.125-142
Abstract
Purpose
A large number of studies indicate that coercive forms of organizational control and performance management in health care services often backfire and initiate dysfunctional consequences. The purpose of this article is to discuss new approaches to performance management in health care services when the purpose is to support innovative changes in the delivery of services.

Design/methodology/approach
The article represents cross-boundary work as the theoretical and empirical material used to discuss and reconsider performance management comes from several relevant research disciplines, including systematic reviews of audit and feedback interventions in health care and extant theories of human motivation and... (More)
Purpose
A large number of studies indicate that coercive forms of organizational control and performance management in health care services often backfire and initiate dysfunctional consequences. The purpose of this article is to discuss new approaches to performance management in health care services when the purpose is to support innovative changes in the delivery of services.

Design/methodology/approach
The article represents cross-boundary work as the theoretical and empirical material used to discuss and reconsider performance management comes from several relevant research disciplines, including systematic reviews of audit and feedback interventions in health care and extant theories of human motivation and organizational control.

Findings
An enabling approach to performance management in health care services can potentially contribute to innovative changes. Key design elements to operationalize such an approach are a formative and learning-oriented use of performance measures, an appeal to self- and social-approval mechanisms when providing feedback and support for local goals and action plans that fit specific conditions and challenges.

Originality/value
The article suggests how to operationalize an enabling approach to performance management in health care services. The framework is consistent with new governance and managerial approaches emerging in public sector organizations more generally, supporting a higher degree of professional autonomy and the use of nonfinancial incentives.
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Please use this url to cite or link to this publication:
author
organization
publishing date
type
Contribution to journal
publication status
published
subject
in
Journal of Health Organization and Management
volume
38
issue
9
pages
125 - 142
publisher
Emerald Group Publishing Limited
external identifiers
  • pmid:38546186
  • scopus:85189038066
ISSN
1477-7266
DOI
10.1108/JHOM-12-2022-0379
language
English
LU publication?
yes
id
65303fa1-fcab-4741-8c88-56f936c183dd
date added to LUP
2024-04-03 08:10:40
date last changed
2024-04-15 13:43:59
@article{65303fa1-fcab-4741-8c88-56f936c183dd,
  abstract     = {{Purpose<br/>A large number of studies indicate that coercive forms of organizational control and performance management in health care services often backfire and initiate dysfunctional consequences. The purpose of this article is to discuss new approaches to performance management in health care services when the purpose is to support innovative changes in the delivery of services.<br/><br/>Design/methodology/approach<br/>The article represents cross-boundary work as the theoretical and empirical material used to discuss and reconsider performance management comes from several relevant research disciplines, including systematic reviews of audit and feedback interventions in health care and extant theories of human motivation and organizational control.<br/><br/>Findings<br/>An enabling approach to performance management in health care services can potentially contribute to innovative changes. Key design elements to operationalize such an approach are a formative and learning-oriented use of performance measures, an appeal to self- and social-approval mechanisms when providing feedback and support for local goals and action plans that fit specific conditions and challenges.<br/><br/>Originality/value<br/>The article suggests how to operationalize an enabling approach to performance management in health care services. The framework is consistent with new governance and managerial approaches emerging in public sector organizations more generally, supporting a higher degree of professional autonomy and the use of nonfinancial incentives.<br/>}},
  author       = {{Anell, Anders}},
  issn         = {{1477-7266}},
  language     = {{eng}},
  month        = {{03}},
  number       = {{9}},
  pages        = {{125--142}},
  publisher    = {{Emerald Group Publishing Limited}},
  series       = {{Journal of Health Organization and Management}},
  title        = {{Reconsidering performance management to support innovative changes in health care services}},
  url          = {{http://dx.doi.org/10.1108/JHOM-12-2022-0379}},
  doi          = {{10.1108/JHOM-12-2022-0379}},
  volume       = {{38}},
  year         = {{2024}},
}