The purpose of this paper is to understand how the performance management system (PMS) was implemented and used in a government organization in Abu Dhabi and how the PMS was nestled with specific organizational rationalities and context. This case study employed semi-structured interviews and documents and drew upon Ferreira and Otley’s (2009) PMS framework and the Broadbent and Laughlin’s (2009) conceptual model. | Performance management of a government organization: Abu Dhabi’s experience
