A survey of performance management (PM) practices in 101 U.S. organizations explored whether their PM systems, as perceived by human resources (HR) executives, reflect the best practices advocated by researchers to provide a benchmark of current PM practices. Results suggest that many of the PM practices recommended in the research literature are employed across the organizations surveyed, but several gaps between research and practice remain. Results also indicated that the majority of PM systems are viewed by HR executives as effective and fair. Implications for the science and practice of PM are discussed.

Drawing from Huffcutt, Conway, Roth, and Stone’s (2001) taxonomy of employment-interview constructs, we hypothesized that asynchronous web-based video employment interviews would be associated with job performance and organizational tenure using a crowd-sourced sample of 75 employed professionals. We found that composite interview ratings and construct ratings of mental capability, knowledge and skills, applied social skills, and conscientiousness were significantly related to self-rated job performance. We also found that construct ratings of knowledge and skills and applied social skills were significantly associated with self-reported organizational tenure. Implications for web-based video employment-interview research and practice are discussed.

Introduction: Solving complex problems such as preventing chronic diseases introduces unique challenges for the creation and application of knowledge, or knowledge to action (KTA). KTA approaches that apply principles of systems thinking are thought to hold promise, but practical strategies for their application are not well understood. In this paper we report the results of a scan of systems approaches to KTA with a goal to identify how to optimize their implementation and impact.

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