Using different types of performance information: implications for hybrid professionals’ decision-making

The study provides valuable insights for public sector managers across different domains, with a particular focus on those operating in professional bureaucracies. While the empirical analysis concentrates on hybrid professionals in healthcare organizations, the findings are broadly applicable to all public service contexts where performance information from service users is becoming increasingly relevant. The article highlights a growing openness among professionals to integrate both financial and user-reported information into their decision-making processes. In the healthcare sector, this refers specifically to patient-reported measures, but the logic extends to any public service where users’ experiences and outcomes can inform performance management. Public managers should rethink how performance systems are designed and implemented to better incorporate the perspectives of service users. Doing so would enhance transparency, responsiveness, and strategic alignment, leading to more effective and person-centred public services. This research supports evidence-based innovation in performance management (PM) practices.