Engaging the Workforce with Performance Measures. Discussing the effect of the dark side of goal-setting at the factory floor

Abstract

Abstract Most large companies are greatly challenged to succeed at designing performance management systems that support employees in their strategic work. This study uses a qualitative approach and the framework of Strategy As Practice and a Critical Discourse Analysis, to study one manufacturing plant´s efforts to make their employees more dedicated to improving the performance of their daily operations. Using this framework, several factors that prevent the employees from engaging in improvement activities are identified. Among these factors are the KPIs of the plant, which focus almost exclusively on short term performance. These confirm that negative effects that can come from goals if not carefully considered. The study also increases our understanding of the interrelation between practices in strategy research as it investigates goal-setting as a tool in relation to other practices and generates four new discourses that inhibit engagement; myopia, individualization, slimming and frustration.