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Aligning Research and the Current Practice of Performance Management

Published online by Cambridge University Press:  04 July 2016

Gerald E. Ledford Jr. ,
George Benson  and
Edward E. Lawler III
Gerald E. Ledford Jr.*
Affiliation:
Center for Effective Organizations, Marshall School of Business, University of Southern California
George Benson
Affiliation:
Department of Management, University of Texas at Arlington
Edward E. Lawler III
Affiliation:
Center for Effective Organizations, Marshall School of Business, University of Southern California
*
Correspondence concerning this article should be addressed to Gerald E. Ledford Jr., Center for Effective Organizations, Marshall School of Business, University of Southern California, 1149 South Hill Street, Suite 950, MC ATT950, Los Angeles, CA 90015. E-mail: [email protected]
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Extract

The debate over eliminating performance ratings addresses many important theoretical and practical issues. However, the academic debate on the topic is disconnected from the concerns of practitioners. Knowledge gained from theory-driven research is not leading practice on the use of performance ratings, despite the large volume of potentially relevant research findings. Many organizations are charging ahead with performance management solutions that seem sensible to them. They may be interested in academic research, but they are not waiting for it. We will argue that academic researchers who hope to influence practice need to better understand the concerns of practitioners and the research opportunities that are presented by contemporary practice.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 9 , Issue 2 , June 2016 , pp. 253 - 260
Copyright
Copyright © Society for Industrial and Organizational Psychology 2016 

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References

Adler, S., Campion, M., Colquitt, A., Grubb, A., Murphy, K., Ollander-Krane, R., & Pulakos, E. D. (2016). Getting rid of performance ratings: Genius or folly? A debate. Industrial and Organizational Psychology: Perspectives on Science and Practice, 9 (2), 219–252.Google Scholar
DeNisi, A. S., & Peters, L. Y. (1996). Organization of information in memory and the performance appraisal process: Evidence from the field. Journal of Applied Psychology, 81, 717–737.Google Scholar
Ledford, G., Benson, G., & Lawler, E. (in press). A study of cutting edge performance management practices: Ongoing feedback, ratingless reviews, and crowd-sourced feedback. WorldatWork Journal.Google Scholar