Job Performance Management: A Case Study In A Public Organization

This paper presents a case study to examine the impact of a shift in management models within a public sector organization. The studied organization recently adopted a new model called the Performance Management Program (PMP). The program aims to shift from strict control of working hours towards emphasizing deliverables, intending to enhance work flexibility. We conducted fifteen semi-structured interviews with public servants in managerial and technical roles to understand their perceptions regarding this new hybrid work model. Our study investigates how this change may affect the organization’s operations, particularly managerial activities and job performance. Our findings reveal gaps in the implementation of the PMP, collecting personal impressions from individuals involved in different teams. Interviewees identified challenges related to insufficient planning, unclear and subjective criteria for assessing individual performance, and limited actions to encourage performance improvement. Finally, we present key insights into how organizations facing similar challenges may improve their performance management in the context of hybrid work.