Hostname: page-component-cd9895bd7-jn8rn Total loading time: 0 Render date: 2024-12-18T08:16:56.788Z Has data issue: false hasContentIssue false
  • English
  • Français

Unlike the Cheese, Performance Management Does Not Stand Alone

Published online by Cambridge University Press:  21 April 2015

Daniel R. Abben
Daniel R. Abben*
Affiliation:
Department of Psychology, DePaul University
*
Correspondence concerning this article should be addressed to Daniel R. Abben, Department of Psychology, DePaul University, 2219 North Kenmore Avenue, Chicago, IL 60614. E-mail: [email protected]
Get access Rights & Permissions [Opens in a new window]

Extract

In their focal article, Pulakos, Mueller Hanson, Arad, and Moye (2015) have presented a helpful five-step plan for improving the use of performance management (PM) within organizations. As they have pointed out, it is important that an organization's PM system match the organization's values and culture. At the same time, one cannot forget that an organization's PM system should also align with the organization's other human resource (HR) practices. Thus, I suggest that taking time to make sure this alignment happens should be included as a substep under the first step (i.e., plan change) of the model.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 8 , Issue 1 , March 2015 , pp. 119 - 121
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

Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37, 670–687. doi:10.2307/256705CrossRefGoogle Scholar
Becker, B., & Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal, 39, 779–801. doi:10.2307/256712CrossRefGoogle Scholar
den Hartog, D. N., Boselie, P., & Paauwe, J. (2004). Performance management: A model and research agenda. Applied Psychology: An International Review, 53, 556–569. doi:10.1111/j.1464-0597.2004.00188.xCrossRefGoogle Scholar
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 635–672. doi:10.2307/256741CrossRefGoogle 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.CrossRefGoogle Scholar
Richard, O. C., & Johnson, N. B. (2001). Strategic human resource management effectiveness and firm performance. International Journal of Human Resource Management, 12, 299–310. doi:10.1080/09585190121674CrossRefGoogle Scholar