Examples of typical quotes from Performance Managed
| [P]erformance measurement motivates, but if it is taken to extremes, it starts to be stressful. (2010) |
| On the one hand, motivation increases because one's accomplishments can affect one's salary, but on the other, constant monitoring and performance enthusiasm are exhausting. (2010) |
| In my case, performance measurement affects my work motivation positively; if I work more and better, I will receive a better salary, and thus, I am acknowledged for the work I do. (2010) |
| I see it [PM] as part of the job description; those who fund the operations want to see that the money is well spent. (2010) |
| Throughout my career, I have always evaluated my achievements and made plans for the coming years. Performance measurement mostly creates institutional practices and bureaucracy. In that sense, it means only extra work, but then again, it's nice to get feedback about your achievements. In my work, performance measurement reminds me not to waste good manuscripts on forums that do not produce research credits. (2015) |
| [It] increases work motivation. It's good that active and productive people get rewarded. (2015) |
| On the one hand, it [PM] helps to make it clear how one''s work input should be directed. On the other, it causes pressure and stress. (2015) |
| In principle, it [PM] inspires one to try to publish in increasingly reputable journals. (2015) |
| On the one hand, I think it's good that contributions get monitored and that there cannot be free riders among us; to a certain extent, competition improves, for example, the quality of research and teaching. Emphasizing the responsibilities to produce outputs also produces constant pressure and a sense of insufficiency; nothing ever seems to be enough. (2015) |
| No problems. Performance measurement is here to stay, and it just has to be accepted. Of course, for many, extreme competition may destroy work motivation, but in a world of finite resources, performance measurement is fair in principle. (2015) |
| [P]erformance measurement motivates, but if it is taken to extremes, it starts to be stressful. (2010) |
| On the one hand, motivation increases because one's accomplishments can affect one's salary, but on the other, constant monitoring and performance enthusiasm are exhausting. (2010) |
| In my case, performance measurement affects my work motivation positively; if I work more and better, I will receive a better salary, and thus, I am acknowledged for the work I do. (2010) |
| I see it [PM] as part of the job description; those who fund the operations want to see that the money is well spent. (2010) |
| Throughout my career, I have always evaluated my achievements and made plans for the coming years. Performance measurement mostly creates institutional practices and bureaucracy. In that sense, it means only extra work, but then again, it's nice to get feedback about your achievements. In my work, performance measurement reminds me not to waste good manuscripts on forums that do not produce research credits. (2015) |
| [It] increases work motivation. It's good that active and productive people get rewarded. (2015) |
| On the one hand, it [PM] helps to make it clear how one''s work input should be directed. On the other, it causes pressure and stress. (2015) |
| In principle, it [PM] inspires one to try to publish in increasingly reputable journals. (2015) |
| On the one hand, I think it's good that contributions get monitored and that there cannot be free riders among us; to a certain extent, competition improves, for example, the quality of research and teaching. Emphasizing the responsibilities to produce outputs also produces constant pressure and a sense of insufficiency; nothing ever seems to be enough. (2015) |
| No problems. Performance measurement is here to stay, and it just has to be accepted. Of course, for many, extreme competition may destroy work motivation, but in a world of finite resources, performance measurement is fair in principle. (2015) |
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