Performance management (PM) practices were conceived to improve employees’ performance. However, one may ask: do they also have unintended and accompanying consequences on employee well-being? In this study, we set out to answer this question, and examined the influence of three PM practices, namely goal setting, monitoring, and performance evaluation, on two behavioral indicators of employee well-being: sickness absenteeism (not working owing to illness) and presenteeism (working despite illness). Our assumption, based on labor process theory, is that PM practices are an instrument of managerial control that would intensify employees’ work and, via this process, lead to more absenteeism and presenteeism. Drawing on two matched waves of the French National Working Conditions survey ( N = 17,081), we found that goal setting and monitoring are associated with more absenteeism and presenteeism indirectly via work intensification. By contrast, performance evaluation reported negative, albeit weak, indirect associations with both behaviors. These results show that PM can take a toll on employees’ well-being and that the organizational and social context of attendance behaviors matters. They also hold clear practical implications for designing managerial practices that minimize their negative impact on well-being.

中文翻译：

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绩效管理的危害：对其对员工缺勤和出勤率影响的调查


绩效管理（PM）实践旨在提高员工的绩效。然而，人们可能会问：它们是否也会对员工的福祉产生意想不到的附带后果？在本研究中，我们着手回答这个问题，并研究了三种 PM 实践（即目标设定、监控和绩效评估）对员工福祉的两个行为指标的影响：因病缺勤（因病不工作）和出勤主义（带病工作）。基于劳动过程理论，我们的假设是，PM 实践是一种管理控制工具，会强化员工的工作，并通过这一过程导致更多的缺勤和出勤现象。根据法国国家工作条件调查的两个匹配波（N = 17,081），我们发现目标设定和监控通过工作集约化与更多缺勤和出勤率间接相关。相比之下，绩效评估报告与这两种行为有负面的、尽管微弱的间接关联。这些结果表明，PM 可能会损害员工的福祉，并且出勤行为的组织和社会背景很重要。它们对于设计管理实践以最大限度地减少对福祉的负面影响也具有明确的实际意义。