TY  - CHAP
AB  - 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.
VL  - 35
SN  - 978-1-78714-709-6, 978-1-78714-708-9/0742-7301
DO  - 10.1108/S0742-730120170000035005
UR  - https://doi.org/10.1108/S0742-730120170000035005
AU  - Levy Paul E.
AU  - Tseng Steven T.
AU  - Rosen Christopher C.
AU  - Lueke Sarah B.
PY  - 2017
Y1  - 2017/01/01
TI  - Performance Management: A Marriage between Practice and Science – Just Say “I do”
T2  - Research in Personnel and Human Resources Management
T3  - Research in Personnel and Human Resources Management
PB  - Emerald Publishing Limited
SP  - 155
EP  - 213
Y2  - 2024/04/20
ER  -