The effect of task-based and values-based performance measurement on employee commitment and rewarding in hospitals

Purpose In the 20th century, performance measurement evolved to assess both goal achievement (task-based) and ethical values (values-based) in employees. The aim of this study was to evaluate the task-based and values-based performance of healthcare employees according to different variables. Design/methodology/approach The study included 498 healthcare employees working in three different healthcare organizations. Data were collected using the Values and Task-Based Performance Evaluation Questionnaire. In the first stage, employees completed the questionnaire for self-assessment; in the second stage, managers evaluated the performance of the same employees. Descriptive and inferential statistical analyses were applied. Findings The results revealed that values-based and task-based performance differed significantly according to tenure and hospital ownership (p < 0.05). Furthermore, both values-based and task-based performance had a significant positive relationship with employee commitment and rewarding (p < 0.05). These findings suggest that combining task-based and values-based criteria provides a more holistic and effective framework for performance evaluation in healthcare organizations. Originality/value This study contributes to the literature by integrating both task-based and values-based dimensions of performance into a single evaluation framework and applying it empirically in healthcare organizations. While previous studies have largely focused on either task performance or ethical values separately, this research demonstrates their combined effect on employee commitment and rewarding. The dual approach not only addresses the multidimensional nature of healthcare work but also offers a transferable model that can be applied in other sectors, filling a gap in performance measurement practices.