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).