IDEAS home Printed from https://ideas.repec.org/a/inm/ormnsc/v28y1982i3p243-259.html
   My bibliography  Save this article

An Experimental Study of Performance Information Systems

Author

Listed:
  • Andrew D. Luzi

    (Pennsylvania State University)

  • Kenneth D. Mackenzie

    (University of Kansas)

Abstract

Performance information systems minimally consist of a performance standard, performance measurement, incentives to match performance to the standard, and periodic reports on performance. In this study four performance information systems are imposed on laboratory groups solving simple routine problems. These included speed, minimum messages, minimum error, and voting. There was a control condition with no explicit, performance information system. In aggregate, the groups tried to meet the assigned standard of performance. The performance information systems also set into motion other group processes resulting in numerous sensible but unanticipated consequences. It was not possible to conclude that the explicit performance information systems improved overall performance. The choice of performance information system did affect the task processes, the choice of structure, and the involvement in task supporting processes. The variability of behavior within each group suggests caution in widespread application of performance information systems.

Suggested Citation

  • Andrew D. Luzi & Kenneth D. Mackenzie, 1982. "An Experimental Study of Performance Information Systems," Management Science, INFORMS, vol. 28(3), pages 243-259, March.
    • Handle: RePEc:inm:ormnsc:v:28:y:1982:i:3:p:243-259
    DOI: 10.1287/mnsc.28.3.243
    as

    Download full text from publisher

    File URL: http://dx.doi.org/10.1287/mnsc.28.3.243
    Download Restriction: no
    File URL: https://libkey.io/10.1287/mnsc.28.3.243?utm_source=ideas
    LibKey link: if access is restricted and if your library uses this service, LibKey will redirect you to where you can use your library subscription to access this item
    ---><---

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Kenneth D. Mackenzie, 2000. "Processes and Their Frameworks," Management Science, INFORMS, vol. 46(1), pages 110-125, January.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:inm:ormnsc:v:28:y:1982:i:3:p:243-259. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Chris Asher (email available below). General contact details of provider: https://edirc.repec.org/data/inforea.html .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.