Hostname: page-component-cd9895bd7-mkpzs Total loading time: 0 Render date: 2024-12-28T03:43:44.910Z Has data issue: false hasContentIssue false
  • English
  • Français

There Is No Single Way to Fix Performance Management: What Works Well for One Company Can Fail Miserably in Another

Published online by Cambridge University Press:  21 April 2015

Steven T. Hunt
Steven T. Hunt*
Affiliation:
SuccessFactors, Inc., an SAP Company, Sherwood, Oregon
*
Correspondence concerning this article should be addressed to Steven T. Hunt. E-mail: s.hunt@sap.com
Get access Rights & Permissions [Opens in a new window]

Extract

Since 2007, my work has involved helping companies to maximize the value of a technology system that supports strategic human resource processes, including performance management (PM). This technology is largely agnostic when it comes to PM process design. It can be configured for PM processes that make extensive ratings or avoid ratings entirely, encourage elaborate goal cascading or completely forego the use of goals, focus on once a year PM events or encourage ongoing employee–manager check-ins, and so forth. In sum, the system can be configured in any number of ways.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 8 , Issue 1 , March 2015 , pp. 130 - 139
Copyright
Copyright © Society for Industrial and Organizational Psychology 2015 

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

Bloom, N. & Van Reenen, J. (2007). Measuring and explaining management practices across firms and countries. Quarterly Journal of Economics, 122, 1351–1408. doi:10.1162/qjec.2007.122.4.1351Google Scholar
Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86, 386–400. doi:10.1037/0021-9010.86.3.386Google Scholar
Dweck, C. S. (1990). Self-theories and goals: Their roles in motivation, personality, and development. In Dienstbier, R. A. (Ed.), Nebraska Symposium on Motivation: Vol. 38. Perspectives on motivation (pp. 199–235). Lincoln, NE: University of Nebraska Press.Google Scholar
Hebert, P. (2010, January). One man's review behind the wheel of Drive [Blog post]. Retrieved from http://www.symbolist.com/blog/2010/01/drive-one-mans-review-behind-the-wheel/Google Scholar
Hunt, S. T. (2014). Common sense talent management: Using strategic human resources to improve company performance. San Francisco, CA: Wiley.Google Scholar
Pulakos, E. D., Mueller Hanson, R., Arad, S., & Moye, N. (2015). Performance management can be fixed: An on-the-job experiential learning approach for complex behavior change. Industrial and Organizational Psychology: Perspectives on Science and Practice, 8, 51–76.Google Scholar
Roch, S. G., Sternburgh, A. M., & Caputo, P. M. (2007). Absolute vs. relative performance rating formats: Implications for fairness and organizational justice. International Journal of Selection and Assessment, 15, 302–316. doi:10.1111/j.1468-2389.2007.00390.xGoogle Scholar
Rynes, S. L., Gerhart, B., & Parks, L. (2005). Personnel psychology: Performance evaluation and pay for performance. Annual Review of Psychology, 56, 571–600. doi:10.1146/annurev.psych.56.091103.070254Google Scholar