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Rating Performance May Be Difficult, but It Is Also Necessary

Published online by Cambridge University Press:  04 July 2016

Steven T. Hunt
Steven T. Hunt*
Affiliation:
SAP SuccessFactors, Sherwood, Oregon
*
Correspondence concerning this article should be address to Steven T. Hunt, 16958 Richen Park Circle, Sherwood, OR 97140. E-mail: s.hunt@sap.com
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Extract

The company I work for is one of the leading providers of performance management technology (Jones & Wang-Audia, 2013). This technology is used by more than 3,000 organizations worldwide, including several of the companies mentioned in Adler et al. (2016). The technology is highly configurable. It is currently being used to support performance management processes with no annual manager ratings, processes with traditional annual rating evaluations, processes that only evaluate competencies, processes that only evaluate goal accomplishment, processes that mix goals and competencies, processes that require forced-ranked comparisons between employees, processes that make no direct comparisons between employees, and much more. The capabilities of this and other human resources (HR) technology systems are allowing companies to radically rethink performance management because they enable companies to do things far differently from what was possible when they were constrained to more fixed electronic or paper forms (Hunt, 2011, 2015a). The result is an explosion in the diversity of approaches being taken toward performance management design.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 9 , Issue 2 , June 2016 , pp. 296 - 304
Copyright
Copyright © Society for Industrial and Organizational Psychology 2016 

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References

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