Three propositions on why characteristics of performance management systems converge across policy areas with different levels of task complexity

This article investigates the differences and similarities between performance management systems across public services. We offer three propositions as to why the characteristics of performance management systems may still converge across policy areas in the public sector with different levels of task complexity amidst a lack of formal and overarching, government-wide policies. We advance our propositions from a case study comparing the characteristics of performance management systems across social services (eldercare) and technical services (park services) in Denmark. Contrary to expectations for divergence due to differences in task complexity, the characteristics of performance management systems in the two policy areas are observed to converge. On the basis of a case study, we propose that convergence has occurred due to 1) similarities in policy-specific reforms, 2) institutional pressures, and 3) complementarity between political needs and managerial needs. Finally, we discuss how our findings contribute to extant models of how performance management systems develop in the public sector.