Purpose The purpose of this paper is to propose a definition for dialogic performance management and investigate the managerial choices that dialogic performance management necessitates from public managers. Design/methodology/approach The research strategy was based on a narrative analysis grounded in relativism and constructivism. Multiple data collection methods were used in this case study to examine a local government in Finland. Findings The paper proposes a definition and provides practical illustrations of the concept of dialogic performance management. The empirical findings are a set of managerial choices used to orchestrate dialogic performance management. Practical implications The concept of dialogic performance management encourages practitioners to ask themselves whether their current performance management practices are based on managerial monologues, rather than dialogues that incorporate staff into the performance management. The results also show that managerial choices shape the form of dialogic performance management. Originality/value The previous accounting and performance management literature has not examined the managerial choices that are used to shape dialogic performance management. In this research, the authors identify these types of managerial choices in the case organisation. The research is valuable because only after explicating managerial choices can one start to examine why dialogic performance management either fails or succeeds when public managers orchestrate it.

中文翻译：

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编排对话绩效管理中的管理选择

目的本文的目的是为对话绩效管理提出一个定义，并研究对话绩效管理需要公共管理人员进行的管理选择。设计/方法论/方法研究策略基于相对论和建构主义的叙事分析。在本案例研究中，使用了多种数据收集方法来检查芬兰的地方政府。结论本文提出了一个定义，并提供了对话绩效管理概念的实际例证。实证结果是用于安排对话绩效管理的一组管理选择。实际含义对话绩效管理的概念鼓励从业者问自己，他们当前的绩效管理实践是否基于管理独白而不是基于将员工纳入绩效管理的对话。结果还表明，管理人员的选择塑造了对话绩效管理的形式。原创性/价值先前的会计和绩效管理文献没有研究过用于塑造对话绩效管理的管理选择。在这项研究中，作者在案例组织中确定了这些类型的管理选择。这项研究是有价值的，因为只有在阐明管理人员的选择之后，才可以开始研究为什么对话绩效管理在公共管理人员精心策划时会失败还是成功。