MILITARY PERFORMANCE MANAGEMENT: A MULTI-THEORETICAL APPROACH TO STRATEGY, ACCOUNTABILITY, AND ADAPTATION
Suleiman Abubakar Babagana, PhD , Salihu Mamman Badar , and Olorunfemi Ololade Adedoyin
Volume 12 Issue 3
Abstract
Performance management (PM) in military institutions presents distinctive complexities shaped by hierarchical command, mission-critical outcomes, and multi-stakeholder environments. Unlike civilian settings where efficiency and profit dominate, military performance is inseparable from national security, accountability, and strategic readiness. This conceptual research integrates recent literature and empirical evidence to examine theoretical foundations and contextual challenges of military performance management (MPM). Drawing from institutional theory, contingency theory, resource based view, systems theory, and the balanced scorecard framework, the study integrates insights into a unified conceptual model tailored for defence organizations. The Findings highlight persistent implementation challenges, including measurement deficits, political interference, resource constraints, and cultural resistance. The study underscores the need for context-specific frameworks such as the Defence Performance Measurement Framework (DPMF) that align strategic intent with operational realities. Practical implications are discussed across policy, organizational, and operational levels, emphasizing leadership commitment, accountability, and learning oriented cultures. The study recommends for integrating human resource management and data-driven analytics into MPM, and proposes future research directions focused on contextualization, comparative studies, and empirical validation. Keywords: Military Performance Management, Defence Accountability, Systems Theory, Leadership, Institutional Theory, Contingency Theory
Download Paper