Every decade or so, industrial–organizational (1-0) psychologists interested in performance management question fundamental issues in this domain (Banks & Murphy, 1985; Feldman, 1981; Ilgen,Barnes-Farrell, & McKellin, 1993; Landy & Farr, 1980). Pulakos and O'Leary (2011)are continuing this interesting tradition by arguing that bringing the focus on the relationship between the manager and the employee will mend performance management.We concur with the broad assessment that an excessive focus on technical improvements in performance management systems is misplaced and that implementation issues plague performance management. But we believe that poor implementation is an operational challenge not because of the practice itself but rather on account of misalignment—misalignment with (a) the overall organizational strategy and (b) other human resource (HR) practices.
展开▼
