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How do you control performance while maintaining trust-based relationships?
[Comment contrôler la performance tout en préservant des relations de confiance ?]

Author

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  • Valérie Neyns

    (CLLE-LTC - Cognition, Langues, Langage, Ergonomie - EPHE - École Pratique des Hautes Études - PSL - Université Paris Sciences et Lettres - UT2J - Université Toulouse - Jean Jaurès - UT - Université de Toulouse - CNRS - Centre National de la Recherche Scientifique)

  • Laurent Karsenty

    (CRTD - Centre de recherche sur le travail et le développement - CNAM - Conservatoire National des Arts et Métiers [CNAM])

Abstract

Findings on the effects of corporate performance control are mixed. While some studies highlight the benefits, others insist on the harmful effects, particularly on the social climate and relationships of trust. These apparent contradictions call into question the modalities and conditions of control leading to both positive and negative effects on performance and social climate. The aim of this chapter is to address this issue and understand how it is possible to control performance while maintaining trust within work teams. With this in mind, a literature review has been carried out in various disciplinary fields (ergonomics, sociology, management, accounting). It is structured around 3 main questions: How is the use of performance indicators integrated into managerial practices? What are the expected and observed effects (advantages and disadvantages) of these practices? Is it possible to propose a performance control system based on trust?

Suggested Citation

  • Valérie Neyns & Laurent Karsenty, 2013. "How do you control performance while maintaining trust-based relationships? [Comment contrôler la performance tout en préservant des relations de confiance ?]," Post-Print hal-04464246, HAL.
    • Handle: RePEc:hal:journl:hal-04464246
    Note: View the original document on HAL open archive server: https://cnam.hal.science/hal-04464246
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    References listed on IDEAS

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