{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,2,7]],"date-time":"2026-02-07T18:23:44Z","timestamp":1770488624548,"version":"3.49.0"},"reference-count":103,"publisher":"Emerald","issue":"4","license":[{"start":{"date-parts":[[2018,4,9]],"date-time":"2018-04-09T00:00:00Z","timestamp":1523232000000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["IJPPM"],"published-print":{"date-parts":[[2018,4,9]]},"abstract":"<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title>\n<jats:p>The purpose of this paper is to ask why poor performance management practices persist in Portugal, in the middle of claims to increase productivity.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title>\n<jats:p>An inductive micro-practice analysis is used to understand barriers to management practice that do not require massive institutional changes.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Findings<\/jats:title>\n<jats:p>The practice of performance management in Portugal typically displays three weaknesses: (1) insufficient planning (2) process and integrity issues, and (3) a non-meritocratic logic.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Research limitations\/implications<\/jats:title>\n<jats:p>The paper discusses the important topic of persistence of bad practices, showing how institutionalized patterns might be difficult to eradicate even they are suboptimal.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Practical implications<\/jats:title>\n<jats:p>The authors identity key issues in the functioning of performance management, therefore helping managers in developing remedies to improve the quality of their practice.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title>\n<jats:p>The paper explains the persistence of bad management practice whose continuity hinders not only organizations\u2019 effectiveness but also that of their members.<\/jats:p>\n<\/jats:sec>","DOI":"10.1108\/ijppm-11-2016-0243","type":"journal-article","created":{"date-parts":[[2018,2,19]],"date-time":"2018-02-19T07:14:26Z","timestamp":1519024466000},"page":"673-692","source":"Crossref","is-referenced-by-count":23,"title":["Why does performance management not perform?"],"prefix":"10.1108","volume":"67","author":[{"given":"Miguel Pina e","family":"Cunha","sequence":"first","affiliation":[]},{"given":"Daniel Veiga","family":"Vieira","sequence":"additional","affiliation":[]},{"ORCID":"https:\/\/orcid.org\/0000-0003-0883-0511","authenticated-orcid":false,"given":"Arm\u00e9nio","family":"Rego","sequence":"additional","affiliation":[]},{"given":"Stewart","family":"Clegg","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"issue":"1","key":"key2020092912413806100_ref001","doi-asserted-by":"crossref","first-page":"254","DOI":"10.5465\/amr.1996.9602161572","article-title":"Management fashion","volume":"21","year":"1996","journal-title":"Academy of Management Review"},{"key":"key2020092912413806100_ref002","doi-asserted-by":"crossref","unstructured":"Adams, J.S. 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