105
Análisis y Modicación de Conducta
2024, Vol. 50, Nº 184, 105-121
ISSN: 0211-7339
Performance Management Behaviour Questionnaire
(PMCGD) applied to the management of healthcare
organisations
Cuestionario de Comportamiento de Gestión del
Desempeño (PMCGD) aplicado a la gestión de
organizaciones sanitarias
Gaspar T.1,2 Sousa B.1 Faia-Correia M.3
1Universidade Lusófona, HEI-LAB, Portugal
2ISAMB/Lisbon University, Portugal
3Universidade Lusíada de Lisboa, COMEGI-Centro de Investigação em Organizações, Mercados e Gestão
Industrial, Portugal
Resumen
El presente estudio tuvo como objetivo adaptar y
validar al portugués el Performance Management Beha-
vior Questionnaire (PMBQ) de Kinicki et al., (2013) para
evaluar la conducta de gestión del rendimiento o Perfor-
mance Management Behavior (PMBQ) aplicado a la ges-
tión de organizaciones de salud. Los datos se regieron
en tres organizaciones hospitalarias y alcanzaron a 470
profesionales de la salud. Las dimensiones más positivas
están relacionadas con la Comunicación y Establece/
monitorea/regula las expectativas de Desempeño. La
dimensión menos positiva de la gestión del desempeño
está relacionada con el proceso de Toma de Decisiones/
Establecimiento de Metas. El instrumento Performance
Management Behaviour Questionnaire (PMCMC) de-
mostró ser una medida psicométricamente sólida y teó-
ricamente válida con propiedades adecuadas y demos-
tró ser una contribución innovadora para la evaluación y
promoción de la participación de los profesionales en el
proceso de gestión del desempeño y el seguimiento de
las políticas y estrategias para mejorar la gestión de los
recursos humanos promoviendo un mejor desempeño
del trabajador y de la organización en su conjunto.
PalabRas clave
Gestión del desempeño, gestión de la salud, satis-
facción de los profesionales de la salud, riesgos psico-
sociales en el trabajo, ambientes de trabajo saludables.
abstRact
The present study aims at adapting and validating
the Performance Management Behavior Questionnaire
(PMBQ) of Kinicki et al., (2013) into Portuguese to as-
sess the Performance Management Behavior (PMBQ)
applied to the management of health organizations.
Data were collected in three hospital organizations
reaching 470 health professionals. The most positive
dimensions are related to Communication and Esta-
blishes/monitors/regulates Performance expectations.
The least positive dimension of Performance Manage-
ment is related to the Decision Making/Setting Goals
process. The study Performance Management Beha-
viour Questionnaire (PMCMC) proved to be a psycho-
metrically sound and theoretically valid measure with
adequate psychometric properties and proved to
be an innovative contribution to the assessment and
promotion of the professionals’ participation in the
performance management process and monitoring
of policies and strategies to improve human resource
management promoting a better performance of the
worker and the organisation as a whole.
KeywoRds
Performance Management; Health Management,
Satisfaction of Health Professionals, Psychosocial
Work Risks, Healthy Workplaces.
Correspondencia: Tania Gaspar. E-mail: taniagasparbarra@gmail.com
Recibido: 30/07/2024; aceptado: 06/08/2024
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Introduction
Guest (2002) advocates a worker-centred
approach to Human Resource Management
(HRM) in the analysis and study of HRM. He
also argues that there is a positive relationship
between HR practices and organizational per-
formance. His main criticisms of HRM are that
sometimes professionals are not involved in
the processes of designing and implement-
ing policies or even practices, managers seek
ecient exploitation of HR without relying on
the partnership of professionals. Other times,
they apparently implement an HRM strategy
that promotes the involvement and commit-
ment of professionals, but results in the imple-
mentation of management techniques related
to a manipulative organisational culture. The
professionals feel involved and committed,
but at the cost of enormous eort and dam-
age to their stress and quality of life. The au-
thor argues that, without losing sight of the
results of the organisation, the understanding
of HRM should be focused on the results of the
professional, and not only taking into account
the performance of the organisation.
Den Hartog et al., (2013) identify a strong
and positive relationship between profession-
als’ satisfaction, management communication
and their commitment, especially aective
commitment. HRM must ensure committed
and competent professionals. Commitment
comes from the process of investing in profes-
sionals through HR practices linked to training,
development and information sharing with
professionals and careful management of the
organisational culture. It is trusted that, com-
mitted professionals can exercise responsible
autonomy and be motivated by organisational
goals, thus contributing to the performance
of the organisation. A system based on high
performance is associated with better organi-
sational performance, more positive results,
and greater satisfaction on the part of the pro-
fessionals. High organisational performance
practices and commitment are associated
with higher job performance, nancial perfor-
mance and product and service quality and
lower turnover (Boon et al., 2019). Also, posi-
tive relationships between professional and
management are associated with higher per-
formance. The promotion and implementation
of HRM based on high engagement and high
performance is critical (Guest et al., 2013).
Professionals can be involved in the pro-
cess of deepening the relationship between
HRM and aspects related to their satisfaction
and well-being. This perspective assumes that
employee outcomes are seen as an end rather
than a means. Employee satisfaction depends
on the HRM practices implemented, how they
are implemented and how employees per-
ceive them. Guest and Conway (2001) con-
ducted a study on professionals’ perceptions
of HR practices in dierent professional sec-
tors and in the public and private sector. They
found a positive and signicant correlation be-
tween the number of practices reported and
job and life satisfaction. It is concluded that
the most relevant practices are associated with
equal opportunities in the workplace, and with
strategies to prevent harassment or bullying in
the work context, and also with opportunities
for training and skills development. Compared
to the total results, health professionals show
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lower values for performance evaluation, ca-
reer advancement opportunities and extra
performance-related pay.
According to Kinicki et al., (2013), perfor-
mance management is a set of management
processes and behaviours aimed at dening,
assessing, motivating and developing a better
performance of professionals, with implica-
tions for organisational performance. Accord-
ing to the authors, the performance manage-
ment process involves four steps: 1) dene
performance (establish with the professional
the performance goals); 2) assess performance
(monitor performance and identify strengths
and points for improvement); 3) reassess/ad-
just performance (together with professionals
reect on the assessment and adjust if neces-
sary); 4) provide performance consequences
(assign and provide fair and sucient rewards).
Performance management is a key pro-
cess in the sustainability of organisations; this
process allows for the alignment between
performance, objectives, and strategies. Per-
formance management is associated with the
identication of the competencies of a profes-
sional or team and integrated into a broader
set of Human Resources subsystems and al-
lows for better monitoring, optimisation, and
higher performance of professionals (Bititci et
al., 2010).
In a study conducted by Kinicki et al. (2013),
the authors dened six key dimensions to as-
sess performance management: 1) Process of
Goal-setting; 2) Communication; 3) Feedback;
4) Coaching; 5) Providing Consequences; 6)
Establishing/Monitoring Performance Expec-
tations. The authors add that all these dimen-
sions of performance management are highly
correlated with dimensions of leadership and
with organisational results and performance.
Performance management, if implemented
eectively, benets practitioners, managers
and the organisation. However, professionals
often consider it to be a merely bureaucratic
process, which is often unfair and does not
help them to improve their performance (Agu-
inis et al., 2011). According to the authors, it is
essential to distinguish between performance
appraisal and performance management. Per-
formance management is an ongoing process
that involves the identication, measurement
and development of professionals and teams’
performance, aligning performance with the
organisation’s strategic objectives, while per-
formance appraisal is a cross-cutting assess-
ment of professionals’ strengths and weak-
nesses (Aguinis, 2009).
Aguinis et al., (2011) highlight benets of
a performance management system for pro-
fessionals, managers and the organisation. At
the practitioners’ level it can contribute to an
increase in their self-esteem, to a better un-
derstanding of the behaviours and outcomes
required from their jobs and to better identify
how to optimise their strengths and minimise
their weaknesses. For managers it can result
in a more motivated and competent group
of professionals, a more aligned communica-
tion with professionals, a deeper knowledge
of their professionals which allows an anticipa-
tion of performance and even an opportunity
to improve performance. Organisations that
take on more appropriate processes and ac-
tions make organisational objectives clearer
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Análisis y Modicación de Conducta, 2024, vol. 50, nº 184
for managers and professionals, achieve more
positive behaviour and attitudes and greater
engagement and commitment from profes-
sionals, and nally, facilitate organisational
change.
An eective performance management sys-
tem creates opportunities for systemic analysis
of the organisation, including organisational
management issues such as sta motivation
and commitment, improving individual and
organisational performance, promoting ef-
fective internal communication, aligning ob-
jectives with organisational, team and sta
goals and identifying training, development
and change needs. Performance management
and appropriate performance evaluation are
tools that have the potential to guide the ef-
forts of professionals and managers to achieve
better individual and organisational goals and
results. Integrated into human resource man-
agement, they allow for a better monitoring
and optimisation of organizational potential
and commitment (Crispim & Lugoboni, 2012;
Houghton & Neck, 2002).
Performance management should involve
the perspective of the manager and the pro-
fessional. The performance management con-
ducted by the professional him/herself implies
an active role, since he/she assesses his/her
performance against the established objec-
tives by analysing the assessment criteria and
giving a nal opinion. Performance manage-
ment can also be carried out at the compe-
tencies level, i.e. managers and professionals
establish the necessary competencies for each
position and the assessment is carried out on
this basis, allowing for the development of hu-
man potential, identify and develop the appro-
priate competencies and, consequently, im-
prove the organisational and human resource
management eectiveness (Aguinis, 2009; Bi-
titci et al., 2010; Sonnentag et al., 2004).
In the evaluation phase of the performance
management process, both the practitioner
and management are responsible for assess-
ing the extent to which the behaviours per-
formed are the appropriate ones and whether
the desired outcomes have been achieved.
Although many sources can be used to collect
performance information (e.g. colleagues or
subordinates), in most cases the direct man-
ager provides the information. The extent to
which the goals set out in the development
plan have been achieved should also be as-
sessed (Aguinis & Pierce, 2008).
It is important that both the professional
and the management take ownership of the
evaluation process, both must carry out the
evaluation which allows access to useful infor-
mation to be used productively in the review
phase. Specically, the inclusion of self-eval-
uations helps to emphasise possible discrep-
ancies between one’s own views and those
of relevant others (management). The dis-
crepancy between these two views can trig-
ger development eorts, particularly when
feedback from management is more negative
than practitioner self-assessments. Self-assess-
ments can reduce a practitioner’s defensive at-
titude and increase their satisfaction with the
performance management system, as well as
improve perceptions of accuracy and fairness
and thus acceptance of the system (Breevaart
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et al., 2014; Naser & Al Shobaki, 2017; Smither
& London, 2009).
Van Diemen and Beltman (2016) argue that
an appropriate t between individual work
styles and the personal needs of professionals
appears to be a critical factor in achieving bet-
ter performance and outcomes.
The multi-level model presented by Guest
(2017) and Grote and Guest (2017) includes
antecedents of professionals’ well-being and
integrates the principles associated with a
positive working relationship. At the level of
HRM practices associated with well-being, in-
cluding promoting investment in profession-
als, engagement at work, positive physical and
social environment, communication/giving
voice and organisational support. Well-being
and positive work relationship (reected in
trust, fairness, safety, psychological contract
and high quality and life at work), in addition
to being inuenced by perceptions of HRM
practices, are also inuenced by well-being
and quality of life (psychological, social and
physical). All these factors will be reected in
individual professional and organisational per-
formance.
High levels of well-being and job satisfac-
tion are associated with improved perfor-
mance (Bryson et al., 2014), lower levels of
turnover (Proudfoot et al., 2009) and burnout
(Bakker et al., 2008).
The relevance of promoting practitioner
well-being and satisfaction has been recog-
nised globally, and supported by health pro-
fessionals, researchers and economists (Leka &
Jain, 2010; NICE, 2016; O’Donnell et al., 2014;
OECD, 2018, 2020a, 2020b; WHO, 2002). The
outcomes of an organisation, namely the per-
formance of professionals is highly inuenced
by their Health and Quality of Life (QoL). An
organisational culture with an approach fo-
cused on the promotion of the professionals’
quality of life and healthy workspaces (Healthy
Workplace) is associated with better job satis-
faction, fewer psychosocial risks at work, and,
consequently, better outcomes, namely a bet-
ter performance of professionals and customer
satisfaction (Burton, 2010; Gaspar et al., 2021).
The main objective is the study, adaptation
and validation into Portuguese of the Perfor-
mance Management Behavior Questionnaire
(PMBQ) of Kinicki et al., (2013) to assess the
Performance Management Behavior (PMBQ)
applied to the management of health organi-
zations.
Method
Participants
Data were collected in three hospital or-
ganisations reaching 470 health profession-
als. 376 were female (80%), aged between 20
and 68 years, mean 44.18 and standard devia-
tion 9.8. In this study, ages will be organised in
three groups: participants aged 35 years or less
(21.4%), participants aged between 36 and 50
years (48%) and participants aged 51 years or
more (30.6%). Regarding marital status they
are married or cohabiting (79.9%) the remain-
ing (20.1%) are single, divorced or widowed. In
terms of schooling, 16.4% of the participants
have up to the 12th grade of schooling (includ-
ed), 55.7% refer to having a degree and 27.9%
have a Master’s and/or a PhD.
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Instruments
Instruments were used to assess three vari-
ables: Performance Management, Psychoso-
cial Work Risks and Worker Satisfaction.
Professionals’ Performance Management
A translated and adapted version of the
Performance Management Behavior Question-
naire (PMBQ) by Kinicki et al., (2013) was used
to measure health professionals’ Performance
Management (self-assessment).
The instrument was translated and adapted
through the following translation and back-
translation procedure: translation of the Eng-
lish version into Portuguese by two research-
ers, comparison and homogenization of the
versions, translation of the resulting version
into English, comparison of this version with
the original version by an expert in English,
and denition of the nal version with the
agreement of both researchers (Fortes & Araú-
jo, 2019). The instrument has 27 items, organ-
ised into 6 dimensions: Process of Goal setting
(5 items), Communication (4 items), Feedback
(5 items), Coaching (5 items), Providing Conse-
quences (3 items) and Establishing/Monitor-
ing Performance Expectations (5 items). The
response interval is a 5-point scale (1- rarely or
never; 5 - often or always) (Table 1).
Psychosocial Work Factors
The Copenhagen Psychosocial Question-
naire - COPSOQ II (middle version) by Kris-
tensen (2002) translated and adapted to
Portuguese by Silva et al. (2011) was used to
measure the Psychosocial Work Factors. The
instrument consists of 76 items, organised
into 29 dimensions: work demands (6 items),
work organisation and content (6 items), social
relationships and leadership (7 items), work-
individual interface 4 items), workplace values
(5 items), personality (1 item), Health and well-
being (7 items) and oending behaviours (4
items), responses follow a 5-point Likert-type
scale (1 - never / almost never to 5 - extremely)
(Table 2). The internal consistency values of
the Portuguese version range between 0.20
and 0.90 (Silva et al. 2011). The internal consist-
Table 1
Characterisation of the Professionals’ Performance Management Behavior Questionnaire regar-
ding the dimensions, number of items, sample item and internal consistency
Dimension Nº items Example item Alpha Cronbach
(Kinicki et la., 2013)
Performance Management 27
Process of Goal setting 5 Ensures performance targets are linked to the stra-
tegic or operational objectives of the Hospital 0,91
Communication 4 Has a communication style that makes others defensive 0,86
Feedback 5 Gives others timely feedback on their performance 0,85
Coaching 5 Helps identify solutions to overcome performance
obstacles 0,91
Providing Consequences 3 Relates recognition and/or rewards to performance 0,93
Establishing/Monitoring
Performance Expectations 5 Monitors their own work performance 0,73
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ency value of the total scale used in this study
is 0.94 (Gaspar, 2021).
Professional Job Satisfaction
A translated and adapted version of the Sat-
isfaction of Employees in Health Care (SEHC)
scale (Alpern et al., 2013) was used to assess
Job Satisfaction.
The instrument was translated and adapt-
ed through the following translation and
back-translation procedure: translation of the
English version into Portuguese by two re-
searchers, comparison and homogenisation
of the versions, translation of the resulting
version into English, comparison of this ver-
sion with the original version by an expert
in English, and denition of the nal ver-
sion with the agreement of both researchers
(Fortes & Araújo, 2019). The scale consists of
20 items, 18 of them with a 4-point response
scale (1- strongly disagree to 4 - strongly
agree), these items with organized by three
dimensions: relationship with management
and supervisors (11 items), work content (5
items), relationship with co-workers (2 items).
The scale also includes 2 more items: “I would
recommend this service to others as a good
place to work” with a 4-point response scale
(1- not at all to 4 - yes, at all) and “How would
you rate this health unit as a place to work,
on a scale from 1 (the worst) to 10 (the best)”.
The internal consistency values of the original
version range between 0.70 and 0.89 (Alpern
et al., 2013). The internal consistency value
of the total scale used in the present study is
0.92 (Gaspar, 2021).
Procedure
In a rst stage, the study was submitted to
the Ethics Committee of the Lisbon Academic
Medicine Centre of the Centro Hospitalar Lis-
boa Norte of the Faculty of Medicine of the
University of Lisbon and obtained a favourable
opinion refª no. 35/19.
For the implementation of the research
study, and after the identication of the hospi-
tals that would be the target of the study and
the approval of the respective administrations,
meetings were held with the clinical directors
of the specialties involved for the presentation
of the project and involvement in the data col-
lection process. After the presentation of the
project to the management and collaborators
of the hospitals under study and acceptance
of participation in the study, it was submitted
to the ethics committees and boards of direc-
tors of the three participating hospitals who
wished to remain anonymous and received a
favourable opinion.
After collecting all the necessary authori-
sations, we moved on to data collection. The
quantitative instrument was applied through a
link that was disseminated to the participants.
For the application of the Professionals In-
strument, an email was sent by the hospitals
to raise awareness about the participation in
the study and then another email was sent to
each health professional in the organisation
with a link to the respective instrument. The
homepage consists of the informed consent
letter and only follows for completion if the
participant deliberately marks their consent. In
the database, each participant had an identi-
112 PERFORMANCE MANAGEMENT BEHAVIOUR QUESTIONNAIRE (PMCGD) APPLIED TO THE ...
Análisis y Modicación de Conducta, 2024, vol. 50, nº 184
er number guaranteeing anonymity and con-
dentiality.
For any of the instrument’s anonymity
and condentiality was ensured, since the re-
searcher didn’t have cumulative access to the
participant’s identication and the data col-
lected. The association with the data was made
by an identication number.
Data Analysis and Treatment
For the analysis of quantitative data, such
as those obtained through the application of
questionnaires, statistical analysis was per-
formed using the SPSS software, version 24.0.
Conrmatory Factor Analyses were performed
using the EQS software, version 6.3.
In the analysis of the data related to the pro-
fessionals, Descriptive Statistics and Internal
Consistency were performed, the association
between variables was studied through Pear-
son’s correlations and ANOVA variance analy-
sis was used to study the dierences between
groups regarding variables of socio-demo-
graphic characterisation (gender, age, organi-
sation under study, type of professional and
satisfaction with remuneration) of all scales
under study and respective dimensions: Per-
formance Management Assessment Scale, Psy-
chosocial Risks of Work Assessment Scale and
Professional Satisfaction Assessment Scale.
The analysis of variance is a robust proce-
dure for comparison of means that takes into
account the variance when comparing two or
more groups (Martinez & Ferreira, 2007). In this
study, the condence interval (CI) of 95% was
considered.
In relation to the instrument Performance
Management Behavior Questionnaire (PMBQ)
of Kinicki et al. (2013), the psychometric study
of the scales was performed and presented
through the analysis of construct validity using
conrmatory factor analysis, reliability through
the analysis of internal consistency and sensi-
tivity through the analysis of skewness and
kurtosis. Asymmetry and kurtosis values tend
towards 0 and are considered acceptable and
sensitivity indicators are values between -1.96
and 1.96 (Martinez & Ferreira, 2007).
In the present study, the reliability of the in-
struments was assessed by Cronbach’s alpha.
The instrument was considered to have appro-
priate reliability when Cronbach’s alpha value
is greater than or equal to 0.70 (Marôco, 2007;
Nunnally, 1978).
For the study of sensitivity, which is the abil-
ity of a scale to discriminate subjects according
to the characteristic that is being measured.
For the study of psychometric sensitivity, the
values of the mean, standard deviation and ab-
solute values of asymmetry and kurtosis and
histogram are presented for the overall meas-
urement of the scales under study.
The conrmatory factor analysis was per-
formed using structural equation modelling.
The ratio between the chi-square (χ2) and the
degrees of freedom (gl), and the t indices
NNFI (Non-Normed Fit Index), CFI (Compara-
tive Fit Index), RMSEA (Root-Mean-Square Error
of Approximation) and range were considered.
The χ2 indicates the magnitude of the discrep-
ancy between the observed and the modelled
covariance matrix, assessing the probability
of the model’s t to the data. The higher this
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value is, the worse the t. It is generally con-
sidered its ratio in relation to the degrees of
freedom (χ2/gl) whose appropriate values are
between 1 and 3 (Kline, 2005, 2010). The NNFI
and CFI indices calculate the relative t of the
observed model by comparing it with a base
model, whose values above 0.95 indicate opti-
mal t and those above 0.90 indicate adequate
t (Bentler, 1990; Hu & Bentler, 1999). The RM-
SEA is a measure of discrepancy, with results
less than 0.05 being considered adequate, but
acceptable up to 0.08 (Noronha et al., 2016;
Marôco, 2014).
Results
Professionals’ Performance Management
Questionnaire
Descriptive Statistics and Internal Consist-
ency of the Dimensions of the Professionals’
Performance Management Questionnaire.
The perception of professionals’ perfor-
mance management is positive. The most
positive dimensions are related to Commu-
nication and Establishes/monitors/regulates
performance expectations. The least positive
dimension of Performance Management is
related to Decision Making/Setting Goals. The
internal consistency of the dimensions is high
ranging between α= 0.92 in the Overall Perfor-
mance Management Scale and α= 0.78 in the
Communication dimension (Table 2).
Pearson’s Correlations between the Di-
mensions of the Questionnaire
The dimensions of the Questionnaire are
positively correlated in a statistically signi-
cant way, except for the non-signicant cor-
relation between the dimension Communi-
cation and the dimension Decision-making
Process/Objective Setting. The highest corre-
lation between Global Performance and the
dimensions Feedback, Coaching, Establishes/
monitors/ regulates performance expecta-
tions and Promote Consequences /Rewards
all with correlations greater than 0.70 should
be highlighted. Among the dimensions of the
Performance Scale, the highest correlation is
between the dimension Feedback and Coach-
ing (R=0.63) (Table 3).
Table 2
Descriptive Statistics and Internal Consistency of the Dimensions of the Professionals’ Performance
Management Questionnaire
Performance Management Mean DP Alpha Cronbach
Performance Management 3.60 0.49 0.92
Process of Goal setting 2.90 0.94 0.90
Communication 4.03 0.53 0.78
Feedback 3.56 0.62 0.82
Coaching 3.72 0.67 0.91
Providing Consequences 3.60 0.81 0.87
Establishing/Monitoring Performance Expectations 3.86 0.66 0.87
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Sensitivity analysis of the Professional
Performance Management Questionnaire
For the study of psychometric sensitivity,
in addition to the mean and standard devia-
tion values previously presented, the absolute
values of skewness and kurtosis are shown for
the global measure of the Professionals’ Perfor-
mance Management Questionnaire. The asym-
metry value is -0.131 and the kurtosis value is
0.836, considered acceptable values and sensi-
tivity indicators.
Conrmatory Factor Analysis of the Per-
formance Management Questionnaire
Regarding the Professionals’ Performance
Management Questionnaire, the initial mod-
el found through the conrmatory factor
analysis points to a poorly adjusted model
(χ2= 3482.20, gl= 309), p=0.001, NCFI= 0.53;
CFI=0.58, RMSEA=0.13, RMSEA condence in-
terval = 0.12, 0.13 (Table 4).
To improve the model the associations rec-
ommended by the Lagrange multiplier test
were integrated to improve the model. The
model obtained after removing the associa-
tions recommended by the Wald test and inte-
grating the associations recommended by the
Lagrange multiplier test is considered adjust-
ed (χ2= 678.22, gl= 310), p=0.001, NCFI= 0.90;
CFI=0.91, RMSEA=0.05, RMSEA condence in-
terval = 0.05, 0.06 (Table 4 and Table 5).
Table 3
Pearson’s correlations between the Dimensions of the Professionals’ Performance Management
Questionnaire
Performance Management Global 2 3 4 5 6
Performance Management
Process of Goal setting 0.64**
Communication 0.45** 0.01
Feedback 0.81** 0.39** 0.30**
Coaching 0.78** 0.30** 0.30** 0.63**
Providing Consequences 0.72** 0.27** 0.33** 0.53** 0.51**
Establishing/Monitoring
Performance Expectations 0.74** 0.26** 0.31** 0.50** 0.52** 0.52**
Nota. ** p<0,001
Table 4
Conrmatory Factor Analysis - Adequacy indices of the Professional Performance Management
Questionnaire
X2 gl X2/gl NNFI CFI RMSEA range
Initial Model 3482,20 309 11,27 0,53 0,58 0,13 0,12-0,13
Final Model 678,22 310 2,19 0,90 0,91 0,05 0,05-0,06
115
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Table 5
Model - Saturation of the indicators in the factors, error and variance explained for the items of the
Professional Performance Management Questionnaire
Dimensions Items
λ
(saturação dos
indicadores
nos fatores)
E
(erro residual)
R2
(Variância ex-
plicada)
Process of Goal
setting
1. Garante que as metas de desempenho
estão ligadas aos objetivos estratégicos ou
operacionais do Hospital
0.46 0.89 0.22
2. Participa no estabelecimento de objeti-
vos 0.76 0.66 0.57
3. Auxilia os outros no estabelecimento de
objetivos de desempenho especícos e
mensuráveis
0.94 0.34 0.88
4. Auxilia os outros no desenvolvimento de
planos de ação que suportam metas de de-
sempenho
0.97 0.26 0.93
5. Incentiva os outros a estabelecer metas
desaadoras, mas atingíveis 0.87 0.50 0.75
Communication 6. Tem um estilo de comunicação que faz
com que os outros quem na defensiva 0.59 0.81 0.35
7. É um bom ouvinte 0.77 0.64 0.59
8. É acessível e disponível para conversar
com outras pessoas 0.74 0.68 0.55
9. Fornece um feedback mais positivo do
que negativo 0.57 0.82 0.33
Feedback 10. Dá aos outros um feedback oportuno
sobre o seu desempenho 0.85 0.53 0.72
11. Dá aos outros um feedback especíco
sobre o que é bom e mau relativamente ao
desempenho
0.89 0.46 0.79
12. Auxilia os outros no seu planeamento
de carreira 0.63 0.78 0.40
13. Dá um feedback honesto 0.46 0.89 0.22
14. Ao fornecer feedback explica como o
comportamento de uma pessoa a afeta a si
própria e ao grupo de trabalho
0.67 0.75 0.45
Coaching 15. Mostra aos outros como completar tare-
fas difíceis 0.75 0.67 0.56
16. Fornece os recursos necessários para
realizar o trabalho 0.75 0.66 0.57
17. Ajuda a identicar soluções para superar
os obstáculos presentes ao nível do desem-
penho
0.86 0.51 0.74
18. Ajuda as pessoas a desenvolverem as
suas competências 0.88 0.47 0.78
19. Direciona quando é necessário 0.81 0.59 0.66
Providing
Consequences 20. Reconhece o desempenho excecional 0.72 0.69 0.52
(Continúa)
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Between-Group Dierences - Anovas for
the Professionals’ Performance Management
Questionnaire
There are no statistically signicant dier-
ences (p>0.05) between male and female par-
ticipants in relation to the Evaluation of Global
Performance Management regarding any of
the dimensions of the scale.
Comparing the dierent age groups, we
identied statistically signicant dierences in
the Global Performance Management Assess-
ment (F=9.83, p<0.001) and the Decision-Mak-
ing Process/Goal Setting dimensions (F=3, 95,
p<0.05), Feedback (F=14.29, p<0.001), Coach-
ing (F=11.54, p<0.001), Promoting Consequenc-
es/Rewords (F=2.93, p<0.05) and Establishes/
monitors/regulates Performance expectations
(F=5.45, p<0.01). It is the older professionals (51
years or more) who present higher Global Per-
formance Management Assessment values and
the referred dimensions when compared to the
younger professionals (Table 6).
Dimensions Items
λ
(saturação dos
indicadores
nos fatores)
E
(erro residual)
R2
(Variância ex-
plicada)
21. Recompensa o bom desempenho 0.89 0.45 0.80
22. Relaciona o reconhecimento e/ou as re-
compensas pelo desempenho 0.87 0.49 0.76
Establishing/
Monitoring Per-
formance Expec-
tations
23. Verica o trabalho quanto à precisão e/
ou qualidade 0.72 0.69 0.52
24. Mantém as pessoas informadas sobre
mudanças, prazos ou problemas 0.87 0.49 0.76
25. Comunica as expectativas relacionadas
com a qualidade 0.85 0.52 0.73
26. Monitoriza o seu próprio desempenho
no trabalho 0.64 0.77 0.42
27. Prioriza tarefas e objetivos 0.57 0.82 0.33
Table 6
ANOVA - Age dierences between the dimensions of the Professionals’ Performance Management
Questionnaire
Performance Management
Dimensions
Until 35 years old Between 36 and 50 years old 51 years old or more F
M DP M DP M DP
Performance Management 3,51 0,46 3,53 0,48 3,76 0,48 9,83***
Process of Goal setting 2,93 0,89 2,75 0,93 3,07 0,96 3,95*
Communication 4,08 0,47 4,02 0,55 4,02 0,53 0,42(n.s.)
Feedback 3,39 0,64 3,48 0,59 3,81 0,59 14,29***
Coaching 3,52 0,64 3,67 0,71 3,95 0,58 11,54***
Providing Consequences 3,52 0,83 3,53 0,78 3,75 0,81 2.93*
Establishing/Monitoring
Performance Expectations 3,73 0,58 3,80 0,72 4,02 0,60 5,45**
Nota. *** p<0,001, **p<0,01, *p<0,05
117
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The QCGD reveals adequate concurrent va-
lidity in relation to relevant indicators, there is
a moderate positive correlation between Per-
formance Management and Worker Satisfac-
tion (R=0.44) and a moderate negative correla-
tion between Performance Management and
Psychosocial Work Risks (R= - 0.42) (Table 7).
Discussion
The results allow corresponding to the main
objective, more specically, to study, adapt
and validate into Portuguese the Performance
Management Behavior Questionnaire (PMBQ)
of Kinicki et al., (2013) allowing assessing the
Performance Management Behavior in Portu-
guese health organizations.
The study Performance Management Be-
haviour Questionnaire (PMBQ) proved to be
a psychometrically sound and theoretically
valid measure with adequate psychometric
properties and proved to be an innovative
contribution to assessing and promoting the
professionals’ participation in the performance
management process and monitoring human
resource management improvement policies
and strategies that promote a better perfor-
mance of the employee and the organisation
as a whole.
The results indicate that, at the level of per-
formance management, professionals report
moderate values, less positive performance
management values were found in the dimen-
sion related to the decision-making process
and goal setting and more positive perfor-
mance management values in the dimension
related to communication. The results found in
the present study respect the same trend and
are like those found in the original study Kin-
icki et al. (2013).
Health professionals’ performance manage-
ment is strongly associated with their qual-
ity of life, conditions and well-being at work
and work relationships. The professional can
improve his/her performance management
if the organisation develops actions that in-
crease the professional’s engagement in the
performance management process (Aguinis
& Pierce, 2008). If professionals are involved
in the performance management process, the
alignment between competencies, individual
objectives and organisational goals increases
(Aguinis, 2009), allowing for a better orienta-
tion of eorts, monitoring, and optimisation
of the professionals’ potential (Crispim & Lu-
goboni, 2012). Greater autonomy and engage-
ment will increase the motivation, the achieve-
ment of goals and a better performance of
Table 7
Overall Pearson Correlation between Performance Management, Job Satisfaction and Psychoso-
cial Work Risks in Study
1 2
1 - Performance Management --
2 – Professionals Satisfaction 0,44** --
3 – Psychosocial Work Risks -0,42** -0,83**
note. ** p<0,001, *p<0,01
118 PERFORMANCE MANAGEMENT BEHAVIOUR QUESTIONNAIRE (PMCGD) APPLIED TO THE ...
Análisis y Modicación de Conducta, 2024, vol. 50, nº 184
the professional and the whole organisation
(Breevaart et al., 2014; Van Diemen & Belman,
2016).
A relationship was identied between the
age of the professionals and Performance
Management, it was the older professionals
(51 years or more) who presented higher val-
ues of Global Performance Management As-
sessment and of the mentioned dimensions
when compared to the younger professionals.
Older professionals, in general, tend to have
more stable contractual situations, are less
exposed to job insecurity, less overload, more
autonomy, better stress and burnout manage-
ment and less harassment (Gaspar et al. 2017;
Sharipova et al., 2010). Stress is one of the most
frequent psychosocial risks, often associated
with work organisation and insecurity, exces-
sive and overloaded work, and harassing be-
haviour (European Commission, 2011). Health
professionals are among those with the most
psychosocial problems due to the nature of
their work and their permanent contact with
patients (EU-OSHA, 2009; 2013; Marchand,
2007; WHO, 2007a, 2007b).
Professionals’ performance management
is positively correlated with professional satis-
faction. HR practices are important for profes-
sionals’ satisfaction, but they are not enough,
professionals evaluate and respond to practic-
es also taking into account their personal and
family life. This knowledge allows an opportu-
nity for HRM to focus on the design of objec-
tives/work/tasks, with the direct participation
and sharing of information with profession-
als, with greater gains in terms of professional
satisfaction and organisational performance.
Everything depends on the ability to achieve a
balance, sharing and a win-win system (Guest
& Peccei, 2001; Ogbonnaya & Messersmith,
2018). In order to improve the performance
of organisations and professionals, the HRM
model should prioritise practices that promote
well-being and a positive relationship be-
tween the professional and the organisation
(Guest, 2017).
There is also a negative correlation between
professional performance management and
psychosocial risks at work. Eurofund (2011)
focuses on the links between social dialogue,
working conditions, quality of work, perfor-
mance management and their impact on the
professional’s performance and the organisa-
tion’s overall performance, arguing that there
is a clear link between better performance
management and quality of work and training,
skills and employability. Training emerges as
the factor with the greatest impact on perfor-
mance improvement.
Health, safety and well-being contribute to
an increase in performance and productivity
of around 20% by reducing sickness, sickness
absence and associated costs. An organisation
focused on the prevention and eective man-
agement of psychosocial risks at work, with
exible, well-developed policies promoting a
work-individual balance has a positive impact
on performance, as well as leads to greater
ease in recruiting and retaining professionals,
greater dedication of professionals, when nec-
essary, fewer accidents and errors, and greater
job satisfaction (Burton, 2010; Gaspar et al.,
2021).
119
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The results obtained in this study point to
the need to involve more and promote an ac-
tive participation of professionals in perfor-
mance management, especially at the level of
the decision-making process and goal setting.
Human resource management strategies
and policies that prioritise the professional’s
involvement and participation in performance
management, that value well-being and a
healthy work environment are associated with
fewer psychosocial risks at work, higher pro-
fessional satisfaction, and increased individual
and organisational performance.
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