Hostname: page-component-cd9895bd7-7cvxr Total loading time: 0 Render date: 2024-12-28T05:26:30.052Z Has data issue: false hasContentIssue false
  • English
  • Français

Eliminating a Quantitative Measure of Performance Means Our Science Is Starting From Square One

Published online by Cambridge University Press:  04 July 2016

Gabriela Burlacu
Gabriela Burlacu*
Affiliation:
SAP SuccessFactors, Portland, Oregon
*
Correspondence concerning this article should be addressed to Gabriela Burlacu, 3939 North Marine Drive, Number 16, Portland, OR 97217. E-mail: gabriela.burlacu@sap.com
Get access Rights & Permissions [Opens in a new window]

Extract

In their debate about whether companies should keep traditional, numerical ratings of employee performance in an ever-changing world of work, Colquitt and colleagues argued that performance ratings are too hard to do correctly, while Adler and colleagues (Adler et al., 2016) countered that “‘too hard’ is no excuse for I-O psychology.” I would like to build on this by suggesting that “too hard” is not only no excuse but also a complete dismissal of the central aspect of what our science seeks to achieve.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 9 , Issue 2 , June 2016 , pp. 342 - 343
Copyright
Copyright © Society for Industrial and Organizational Psychology 2016 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Adler, S., Campion, M., Colquitt, A., Grubb, A., Murphy, K., Ollander-Krane, R., & Pulakos, E. D. (2016). Getting rid of performance ratings: Genius or folly? A debate. Industrial and Organizational Psychology: Perspectives on Science and Practice, 9 (2), 219–252.Google Scholar