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Organizational Performance Management and the ‘Sustainability’ of the Performance Evaluation System: A View Guided by the Integrative Review Perspective

Author

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  • Sandra Rolim Ensslin

    (Programa de Pós-Graduação em Engenharia de Produção, Campus Trindade, Universidade Federal de Santa Catarina, Florianópolis CEP 88040-900, SC, Brazil)

  • Kassia Tonheiro Rodrigues

    (Programa de Pós-Graduação em Engenharia de Produção, Campus Trindade, Universidade Federal de Santa Catarina, Florianópolis CEP 88040-900, SC, Brazil)

  • Luiz Junior Maemura Yoshiura

    (Programa de Pós-Graduação em Engenharia de Produção, Campus Trindade, Universidade Federal de Santa Catarina, Florianópolis CEP 88040-900, SC, Brazil)

  • Jessica Carvalho da Silva

    (Programa de Pós-Graduação em Engenharia de Produção, Campus Trindade, Universidade Federal de Santa Catarina, Florianópolis CEP 88040-900, SC, Brazil)

  • André Andrade Longaray

    (Programa de Pós-Graduação em Modelagem Computacional, Campus Carreiros, Universidade Federal do Rio Grande, Rio Grande CEP 96203-900, RS, Brazil)

Abstract

Objective: This paper aims to explore the scientific literature in order to show how the process of institutionalizing (incorporating) the ‘sustainability’ of the performance evaluation system (PES) contributes to organizational performance management (OPM). Methodology: An integrative review was carried out with the support of the ProKnow-C intervention instrument to select 39 articles that formed part of the bibliographic portfolio (BP). The PB analysis was conducted through the evolution of the performance evaluation (PE) area; the elaboration of the concept of OPM, which guided this research; and the development of a ‘lens’ using the concept of the ‘sustainability’ of the PES, from which it was possible to identify its essential aspects and use them as a basis for exploration. With this, it was feasible to demonstrate the relationship of the ‘lens’ with the guiding concept that allowed the elaboration of a taxonomy. Findings: In terms of the results, the evolution of a mature theme in the literature (PE) from a new perspective and with an emphasis on the integration of elements related to management is presented, allowing for the identification that the management elements are incipient and little developed in the literature. The elaboration of a taxonomy made it possible to verify that ‘learning’ is the aspect of sustainability that most contributes to OPM, that the ‘holistic/integrated vision’ element encompasses all aspects that determine the sustainability of the PES, and that the ‘use of information’ is the common component and link between the sustainability of PES and OPM in promoting organizational learning, supporting communication and providing it with a foundation for decision-making. Originality: Gaps were identified in the literature that led to the elaboration of a future research agenda for questions related to the importance of culture in encouraging the continuous process of performance management, the relationship of organizational learning with the context and strategic alignment, and the contribution of the human factor and culture to the continuous improvement of organizational performance. Thus, this research offers a new guiding perspective for OPM.

Suggested Citation

  • Sandra Rolim Ensslin & Kassia Tonheiro Rodrigues & Luiz Junior Maemura Yoshiura & Jessica Carvalho da Silva & André Andrade Longaray, 2022. "Organizational Performance Management and the ‘Sustainability’ of the Performance Evaluation System: A View Guided by the Integrative Review Perspective," Sustainability, MDPI, vol. 14(17), pages 1-16, September.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:17:p:11005-:d:905696
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    References listed on IDEAS

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    1. Lebas, Michel J., 1995. "Performance measurement and performance management," International Journal of Production Economics, Elsevier, vol. 41(1-3), pages 23-35, October.
    2. Yitagesu Yilma Goshu & Daniel Kitaw, 2017. "Performance measurement and its recent challenge: a literature review," International Journal of Business Performance Management, Inderscience Enterprises Ltd, vol. 18(4), pages 381-402.
    3. Julio Araujo Carneiro-da-Cunha & Flavio Hourneaux Jr. & Hamilton Luiz Corrêa, 2016. "Evolution and chronology of the organisational performance measurement field," International Journal of Business Performance Management, Inderscience Enterprises Ltd, vol. 17(2), pages 223-240.
    4. Rogerio Tadeu de Oliveira Lacerda & Leonardo Ensslin & Sandra Rolim Ensslin, 2014. "Research opportunities in strategic management field: a performance measurement approach," International Journal of Business Performance Management, Inderscience Enterprises Ltd, vol. 15(2), pages 158-174.
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    6. Yigitbasioglu, Ogan M. & Velcu, Oana, 2012. "A review of dashboards in performance management: Implications for design and research," International Journal of Accounting Information Systems, Elsevier, vol. 13(1), pages 41-59.
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    9. Mauricio Johnny Loos & Eugenio Merino & Carlos Manuel Taboada Rodriguez, 2016. "Mapping the state of the art of ergonomics within logistics," Scientometrics, Springer;Akadémiai Kiadó, vol. 109(1), pages 85-101, October.
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    1. Nursyazwani Mohd Fuzi & Sabrinah Adam & Mohamad Rohieszan Ramdan & Sharon Yong Yee Ong & Juliana Osman & Subramaniam Kolandan & Siti Zubaidah Mohd Ariffin & Nor Sa’adah Jamaluddin & Karmilah Abdullah, 2022. "Sustainability Management Accounting and Organizational Performance: The Mediating Role of Environmental Management System," Sustainability, MDPI, vol. 14(21), pages 1-17, November.

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