THE DYSFUNCTIONAL EFFECTS OF PERFORMANCE MANAGEMENT : A QUALITATIVE STUDY IN MOROCCAN LOCAL AUTHORITIES
This study assesses the impacts of the introduction of Performance Management (PM) practices in the context of the new public management reforms in Moroccan local authorities. Studies on PM are mainly from Anglo-Saxon or Nordic countries, more specifically, studies on the dysfunctional effects of PM in the Moroccan local context are not very frequent and empirical studies are still rare. The few studies that focus on the dysfunctional effects of PM in Moroccan communities have neglected the context of intercommunalities. Therefore, this research aims to fill this gap. Through a qualitative study conducted in 10 Moroccan intercommunalities, we aim to identify the dysfunctional and paradoxical effects of GP at the level of Moroccan intercommunalities. The results show that PM practices lead to many unintended consequences. Negative attitudes, such as fears of control, resistance to change, lack of involvement and motivation. Gambling behaviours such as distortion effects due to strict use of PM by top management, and ratchet effects. Finally, negative effects related to the interaction of PM with strict budgetary control.
Performance management, dysfunctional effects, Moroccan inter-municipalities.