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Beyond Performance Ratings: The Long Road to Effective Performance Management

Published online by Cambridge University Press:  04 July 2016

Robert L. Cardy  and
Deeksha Munjal
Robert L. Cardy*
Affiliation:
Department of Management, University of Texas at San Antonio
Deeksha Munjal
Affiliation:
Department of Management, University of Texas at San Antonio
*
Correspondence concerning this article should be addressed to Robert L. Cardy, Department of Management, University of Texas at San Antonio, One UTSA Circle, San Antonio, TX 78249-0634. E-mail: robert.cardy@utsa.edu
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Extract

Performance evaluation has long been a source of dissatisfaction for practitioners and a focus of research for scholars. The current call for the elimination of performance ratings is not new. This commentary considers the quality perspective as a historical context in which performance ratings were, at best, considered a misguided management tool. Although the current debate doesn't seem to be philosophically based, it may be useful to recognize that serious questions regarding performance ratings have come up before. Potential measurement problems with performance ratings are considered. It is concluded that performance ratings are not the major problem for performance management. Possible sources of problems with performance management are considered. Directions for improvement are discussed.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 9 , Issue 2 , June 2016 , pp. 322 - 328
Copyright
Copyright © Society for Industrial and Organizational Psychology 2016 

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