University of Twente Student Theses


Stakeholder Participation in Performance Management Systems: A Study of Power Structures

Hildebrandt, J. (2023) Stakeholder Participation in Performance Management Systems: A Study of Power Structures.

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Abstract:Purpose: Performance Management Systems are widely used to monitor employee performance. For such a system to be most effective the involvement of stakeholders in the implementation and utilisation is crucial. This study aims at identifying different types of salient power dynamics which can influence stakeholder involvement. Design: In order to gain valuable insights from the affected stakeholders, this paper uses a qualitative approach with semi-structured interviews. The gathered data was analysed using thematic analysis and examined through the lens of French & Raven's (1969) conceptual framework on power bases. Findings: The interviews with various employees of different managerial levels revealed a significant concentration of power among managers, indicating a top-down approach in decision-making and control. The analysis of power bases revealed the presence of all five power bases, with legitimate power being the most prominent within the organizational structure. Conclusion: The nature of the different power dynamics revealed can be traced back to the existence of hierarchical structures and power imbalances within the organisation.
Item Type:Essay (Bachelor)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:International Business Administration BSc (50952)
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