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Going Beyond the Fix: Taking Performance Management to the Next Level

Published online by Cambridge University Press:  21 April 2015

Allan H. Church ,
Nicole M. Ginther ,
Rebecca Levine  and
Christopher T. Rotolo
Allan H. Church*
Affiliation:
Global Talent Assessment and Development, PepsiCo, Inc., Purchase, New York
Nicole M. Ginther
Affiliation:
Global Talent Assessment and Development, PepsiCo, Inc., Purchase, New York
Rebecca Levine
Affiliation:
Global Talent Assessment and Development, PepsiCo, Inc., Purchase, New York
Christopher T. Rotolo
Affiliation:
Global Talent Assessment and Development, PepsiCo, Inc., Purchase, New York
*
Correspondence concerning this article should be addressed to Allan H. Church, PepsiCo, Inc., 700 Anderson Hill Road, Purchase, NY 10577. E-mail: allan.church@pepsico.com
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Extract

Most organizations require some level of emphasis on sustained performance to survive. This is particularly true of publically traded organizations or those concerned with profit-and-loss accountability. In short, performance needs to be managed. As a result, performance management (PM) is a key practice in business and is often one of the primary areas of responsibility for industrial and organizational (I-O) practitioners in organizational settings. It is also a key lever for change in organization development (OD) interventions (e.g., Church, Rotolo, Shull, & Tuller, 2014), particularly when linked to specific behaviors that are being introduced and/or reinforced for the future success of the organization. Unfortunately, as Pulakos, Mueller Hanson, Arad, and Moye (2015) have noted, leaders and employees in most organizations fundamentally dislike PM. In fact, this dislike is so intense that it has resulted in professional conferences, workshops, and popular business books focused on the simplification, replacement, or even demise of the field (e.g., Culbert, 2010; Effron & Ort, 2010). There is even a PM book for dummies (Lloyd, 2009).

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 8 , Issue 1 , March 2015 , pp. 121 - 129
Copyright
Copyright © Society for Industrial and Organizational Psychology 2015 

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