En kvalitativ studie om medarbetares upplevelser av prestationsmätningar och tilltron mellan chefer och medarbetare

Sammanfattning

Our goal with this study has been to explore what experiences employees have had withperformance-based measurements and monitoring and what impact they have had betweenleaders and employees. We have used a qualitative interview study for this purpose.The results show that employees have both positive and negative experiences withperformance-based measurements. The interviews showed that the participants viewedperformance-based measurements as a form of supervision that could help to ensure that theorganization functions properly. At the same time, the results also showed that the samepersons that had positive views about performance-based measurements as a form ofsupervision also had negative views about the subject. Many of the employees expressed thatan increased amount of performance-based measurements could lead to a decreased sense ofmotivation and engagement in the work. There is also evidence that shows thatperformance-based measurements that made the employees feel monitored increased theirstress levels.The fact that performance-based measurements could be a challenge for organizations wasalso shown in previous research by Dumond (1992) who explained that organizations withlarge amounts of performance-based measurements could make the employees lessmotivated. We could also see that our study has similarities with Bowell et al. (2023) andFoucault (2003) that explored the relationship between monitoring and behavior. Theconclusions we could make was that employees that felt monitored by performance-basedmeasurements also changed their behaviour. This increased monitoring also had similaritieswith the study by Siegel, König & Lazar (2022) who showed a correlation between stress andmonitoring.