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Building on the success of our previous workshops, we are delighted to present the third edition of our initiative on “Control as practice”, which comes back with a new theme and a new format.

This year, we turn our focus to the hidden costs of performance and control management systems. These systems, while designed to enhance efficiency, motivation, and accountability, often have unintended negative consequences such as demotivation, stress, burnout, bias, and unethical behavior.

Our goal is to reimagine performance management through a lens of responsibility and care. Together, we will explore how to design responsible performance management systems—systems that not only achieve organizational goals but also promote employee well-being and foster a culture of ethical excellence.

We encourage researchers to explore the following topics in their submissions (non-exhaustive list):

·    The impact of performance measurement and control on employees’ well-being and motivation.

·    The challenges of remote and hybrid work on managerial control and employee autonomy

·  The emerging tools and forms of control, including algorithmic management and their impact on well-being, trust, accountability, and inequality.

·  The ethical dimensions of performance measurement systems’ design and use, and the role of control systems in encouraging (un)ethical behaviours.

·    The effects of performance measurement systems on inequalities at work.

In the afternoon, we will organize two round tables to foster exchanges between researchers and practitioners. 

The first one will explore topics such as meritocracy, performance evaluation, and the impact on employees’ motivation and well-being. Discussions will consider the pressures of returning to the office and the implications of rolling back DEI initiatives on fairness and inclusivity in performance systems. 

The second will look at how to give meaning to work through methods of continuous learning and collective intelligence.

FULL PROGRAM