Hostname: page-component-586b7cd67f-t8hqh Total loading time: 0 Render date: 2024-11-28T08:05:40.202Z Has data issue: false hasContentIssue false
  • English
  • Français

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: [email protected]
Get access Rights & Permissions [Opens in a new window]

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 

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

Bersin, J. (2013, October). Big data in human resources: A world of haves and have-nots. Forbes. Retrieved from http://www.forbes.com/sites/joshbersin/2013/10/07/big-data-in-human-resources-a-world-of-haves-and-have-nots/Google Scholar
Burke, W. W. (1994). Organization development: A process of learning and changing (2nd ed.). Reading, MA: Addison-Wesley.Google Scholar
Bracken, D. W., & Church, A. H. (2013). The “new” performance management paradigm: Capitalizing on the unrealized potential of 360 degree feedback. People & Strategy, 36 (2), 34–40.Google Scholar
Church, A. H., Rotolo, C. T., Shull, A. C., & Tuller, M. D. (2014). Inclusive organization development: An integration of two disciplines. In Ferdman, B. M. & Deane, B. R. (Eds.), Diversity at work: The practice of inclusion (pp. 260–295). San Francisco, CA: Jossey-Bass.Google Scholar
Church, A. H., Tuller, M. D., & Desrosiers, E. I. (2013). The Manager Quality Performance Index (MQPI): Driving superior people results through measurement. In Biech, E. (Ed.), The 2013 Pfeiffer annual: Training (pp. 147–166). San Francisco, CA: Wiley.Google Scholar
Corporate Leadership Council. (2002). Closing the performance gap: Driving business results through performance management. Washington, DC: Corporate Executive Board.Google Scholar
Corporate Leadership Council. (2005). PepsiCo's dual performance rating practice: An overview of the practice and a conversation with Allan Church, VP Organization & Management Development. Washington, DC: Corporate Executive Board.Google Scholar
Culbert, S. (2010). Get rid of the performance review! How companies can stop intimidating, start managing—and focus on what really matters. New York, NY: Hachette.Google Scholar
Effron, M., & Ort, M. (2010). One page talent management: Eliminating complexity, adding value. Boston, MA: Harvard Business School Publishing.Google Scholar
Golay, L. M., & Church, A. H. (2012). Mass customization: The bane of OD or the cure to what ails it? Leadership & Organization Development Journal, 34, 661–679. doi:10.1108/LODJ-01-2012-0002CrossRefGoogle Scholar
Landy, F. J., & Farr, J. L. (1980). Performance rating. Psychological Bulletin, 87, 72–107.Google Scholar
Lloyd, K. (2009). Performance appraisals and phrases for dummies. Hoboken, NJ: 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
Thomas, D. A., & Creary, S. J. (2009). Meeting the diversity challenge at PepsiCo: The Steve Reinemund era (Case No. 9–410–024). Boston, MA: Harvard Business School Publishing.Google Scholar
Waclawski, J., & Church, A. H. (2002). Introduction and overview of organization development as a data-driven approach for organizational change. In Waclawski, J. & Church, A. H. (Eds.), Organization development: A data-driven approach to organizational change (pp. 3–26). San Francisco, CA: Jossey-Bass.Google Scholar