Resumen
This study aim to evaluate the organizational prerformance measurement system from a university hospital daily routine. To achieve the objectives of this research, the methodology of single case study was used, and as data sources an interview with the manager responsible for performance evaluation and documentary research. The results demonstrated that the performance measurement system had a lot of characteristics foreseen by the academic literature, challenges still may arise. Although the existence of direct relationship between performance measurement results with the financial results along with the high of involvement of senior management and departments of the institution with the performance measurement activities, some challenges were identified. The main one is related to the misalignment between the selection and categorization of some indicators and the organizational goals. Such disalignment may be caused by the existence of punctual feedback instead of global ones, priority focus on control and not in establishing goals, and priority approach for the measurement system usage in legitimacy and control and not in the strategic decision making.