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Performance Management: A Marriage between Practice and Science – Just Say “I do”

Research in Personnel and Human Resources Management

ISBN: 978-1-78714-709-6, eISBN: 978-1-78714-708-9

ISSN: 0742-7301

Publication date: 20 July 2017

Abstract

In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed. In this chapter, we review criticisms of traditional PM practices that have been mentioned by journalists and practitioners and we consider the solutions that they have presented for addressing these concerns. We then consider these problems and solutions within the context of extant scholarly research and identify (a) what organizations should do going forward to improve PM practices (i.e., focus on feedback processes, ensure accountability throughout the PM system, and align the PM system with organizational strategy) and (b) what scholars should focus research attention on (i.e., technology, strategic alignment, and peer-to-peer accountability) in order to reduce the science-practice gap in this domain.

Keywords

Citation

Levy, P.E., Tseng, S.T., Rosen, C.C. and Lueke, S.B. (2017), "Performance Management: A Marriage between Practice and Science – Just Say “I do”", Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 35), Emerald Publishing Limited, Bingley, pp. 155-213. https://doi.org/10.1108/S0742-730120170000035005

Publisher

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Emerald Publishing Limited

Copyright © 2017 Emerald Publishing Limited