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To guarantee team performance, employees should demonstrate high levels of relational coordination, which refers to the relational and communicational ties among employees. It is therefore essential to effectively manage relational coordination. This study examines how performance management generates relational coordination by focusing on both the content and the process of performance management. Specifically, when performance management discusses aspects related to the team in which the employee works (i.e. team-related objectives) combined with a clear, understandable and relevant implementation of performance management (i.e. performance management distinctiveness), we expect a positive effect on relational coordination. Furthermore, we expect that this relationship is explained by an increased awareness of employees’ own responsibility for the team, i.e. a decreased perception of diffused responsibility for team objectives. Two empirical studies of the Belgian Police demonstrate that performance management distinctiveness moderates the relationship between team-related objectives of performance management and relational coordination. Study 2 indicates that performance management distinctiveness is indirectly related to relational coordination through a decreased diffusion of responsibility. Attention to both the content and the process of performance management will benefit relational coordination in work teams.

The effects of performance management on relational coordination in policing: the roles of content and process