The logics of performance management

Abstract

There is now a huge literature on public sector performance management systems (PMSs), but only a small fraction of it directly addresses the logics used by those who use or are subject to such systems. This article analyses a variety of ‘alternative logics’, covering a range of different types of gaming, cheating and symbolic uses. A synthesis is advanced, indicating how the different logics are inter-related and how they are likely to affect different actors within PMSs. It argues that two balances appear to be crucial in restraining the growth of alternative logics: one between continuously refreshing PMSs and keeping them stable, and the other between tight or loose coupling of measures to incentives. Realist evaluation may offer a useful way of analysing this hitherto concealed world.