Going Beyond the Fix: Taking Performance Management to the Next Level

Abstract

Most organizations require some level of emphasis on sustained performance to survive. This is particularly true of publically traded organizations or those concerned with profit-and-loss accountability. In short, performance needs to be managed. As a result, performance management (PM) is a key practice in business and is often one of the primary areas of responsibility for industrial and organizational (I-O) practitioners in organizational settings. It is also a key lever for change in organization development (OD) interventions (e.g., Church, Rotolo, Shull, & Tuller, 2014), particularly when linked to specific behaviors that are being introduced and/or reinforced for the future success of the organization. Unfortunately, as Pulakos, Mueller Hanson, Arad, and Moye (2015) have noted, leaders and employees in most organizations fundamentally dislike PM. In fact, this dislike is so intense that it has resulted in professional conferences, workshops, and popular business books focused on the simplification, replacement, or even demise of the field (e.g., Culbert, 2010; Effron & Ort, 2010). There is even a PM book for dummies (Lloyd, 2009).

Future applications of blockchain in business and management: A Delphi study

“…A panel member stated:

[blockchain] could be used to verify and substantiate financial performance and claims made by organisations going through merger/acquisition activities

Performance management systems . The establishment of effective performance management systems is an important part of many organizations (Church, Ginther, Levine, & Rotolo, ). The principles of blockchain may support the development of such systems, particularly in situations where the transparency of initiatives and results is important (Mihaiu, ).…”

An ROI-based review of HR analytics: practical implementation tools

“…Conceptual studies in HR analytics yield a medium to high ROI because some propose new frameworks to analyze and implement employee data (Davenport et al, 2010;Wiblen et al, 2010;Garcea et al, 2011), while others discuss the roles and responsibilities of HR in this transformational era of technological change and globalization (Kapoor, 2011;Snell, 2011;Burdon and Harpur, 2014). Some of the reviewed literature focuses on performance management (Schläfke et al, 2012;Ding Zhang and, 2014;Church et al, 2015;Ryan and Herleman, 2016)[3] and may provide a new method for HR managers to obtain insight into the effectiveness of employee performance and, ultimately, organizational performance (Ding Zhang and, 2014, p. 5). Some of the conceptual studies take a broader approach to the measurement of human capital in light of constant organizational change (Baron, 2011;Carlson and Kavanagh, 2011;Ingham, 2011;Dulebohn and Johnson, 2013).…”

Slide decks: The misaligned villain of meetings?

“…Our emphasis was on large, well-respected, global corporations that place a premium on having strong human resources and organization development (OD) practices in place to drive their preferred or desired culture (Burke, 2011). Given this objective, a targeted sampling approach was used for data collection identical to that used in other published work by two of the current authors (Church, Ginther, Levine, & Rotolo, 2015; Church & Rotolo, 2013). The invited sample consisted of the senior most leader of each organization’s talent management (TM) function based on the membership roster of a senior professional council with fixed criteria for entry, as well as select other senior leaders in TM, OD, and industrial/organizational psychology positons in other well-respected by nonmember companies.…”