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Managing Performance Through the Manager–Employee Relationship

Published online by Cambridge University Press:  07 January 2015

Ryan S. O’Leary  and
Elaine D. Pulakos
Ryan S. O’Leary*
Affiliation:
PDRI, an SHL Company
Elaine D. Pulakos
Affiliation:
PDRI, an SHL Company
*
E-mail: [email protected], Address: PDRI, an SHL Company, 1300 North 17th Street, Suite 100, Arlington, VA 22209
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Abstract

In our recent focal article, we proposed that a fundamental change is needed in how performance management is implemented and viewed. Rather than attempting to improve the effectiveness of performance management by changing features of the formal system (e.g., steps, tools, and processes), we recommended increased focus on improving manager–employee communication and aspects of the manager–employee relationship that are foundational for effective performance management. Our article generated a number of thoughtful and engaging commentaries. In this commentary, we respond to several themes raised in the commentaries and relate them to the recommendations we made for improving performance management processes in organizations.

Type
Response
Information
Industrial and Organizational Psychology , Volume 4 , Issue 2 , June 2011 , pp. 208 - 214
Copyright
Copyright © Society for Industrial and Organizational Psychology 2011 

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