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How to Evaluate the Effectiveness of Performance Management Systems? An Overview of the Literature and a Proposed Integrative Model

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  • Mariana Lopes de Araújo

    (Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil)

  • Lucas Soares Caldas

    (Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil)

  • Bruna Stamm Barreto

    (Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil)

  • Pedro Paulo Murce Menezes

    (Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil)

  • Júlia Cássia dos Santos Silvério

    (Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil)

  • Laís Campos Rodrigues

    (Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil)

  • André Luiz Marques Serrano

    (Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil)

  • Clóvis Neumann

    (Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil)

  • Nara Mendes

    (Graduate Program in Administration—PPGA, University of Brasília, Brasilia 70910-900, Brazil)

Abstract

The purpose of this study is to propose an integrative model for evaluating the effectiveness of performance management system (PMS). This model aims to systematize the dimensions and criteria used in the literature and provide clarity in terms of evaluation possibilities. A comprehensive review of the literature was conducted to identify the dimensions, criteria, and causal relationships used in evaluating PMS effectiveness. A sample of 57 articles was analyzed using content analysis. The study established dimensions and criteria that have been neglected in the literature. The review resulted in the proposal of an integrative model for evaluating PMS effectiveness, which incorporates individual and organizational dimensions and criteria identified in the literature. It sheds light on recurrently adopted dimensions, particularly those related to individual-level phenomena, and seeks to clarify current conceptual ambiguities. This study’s originality lies in its integrative approach, which diverges from the prevailing tendencies in the field. This study provides clarity regarding the conceptual confusion surrounding ambiguous concepts and generically applied measures that hinder the drawing of certain conclusions about the effectiveness of PMS.

Suggested Citation

  • Mariana Lopes de Araújo & Lucas Soares Caldas & Bruna Stamm Barreto & Pedro Paulo Murce Menezes & Júlia Cássia dos Santos Silvério & Laís Campos Rodrigues & André Luiz Marques Serrano & Clóvis Neumann, 2024. "How to Evaluate the Effectiveness of Performance Management Systems? An Overview of the Literature and a Proposed Integrative Model," Administrative Sciences, MDPI, vol. 14(6), pages 1-21, June.
    • Handle: RePEc:gam:jadmsc:v:14:y:2024:i:6:p:117-:d:1407667
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    References listed on IDEAS

    as
    1. Iqbal, Muhammad Zahid & Akbar, Saeed & Budhwar, Pawan & Shah, Syed Zulfiqar Ali, 2019. "Effectiveness of performance appraisal: Evidence on the utilization criteria," Journal of Business Research, Elsevier, vol. 101(C), pages 285-299.
    2. Sajid Hussain Awan & Nazia Habib & Chaudhry Shoaib Akhtar & Shaheryar Naveed, 2020. "Effectiveness of Performance Management System for Employee Performance Through Engagement," SAGE Open, , vol. 10(4), pages 21582440209, October.
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