Work being more and more complex and interdependent, organizations have started to use team goals and rewards since over 10 years. The collective staff performance management includes team goals (sometimes organizational goals), tasks to reach them, and financial or non - financial rewards. Scholars have studied the effect of team goals and incentives but mostly in simulation games. To our knowledge, no field research has been conducted with t he aim of asking directly those experiencing a collective staff performance management process what they think about it. This is why we interviewed 8 teams of 5 - 6 persons in a communication company and analy z ed their composition and dynamics against the process’ impact on their performance. Findings show that collective performance depends on some individual characteristics, interdependence and identification with the team, and manager’s style but, surprisingly, not on team’s characteristics perse . The need for additional and longitudinal studies is presented.