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Rating Performance May Be Difficult, but It Is Also Necessary

  • Steven T. Hunt (a1)
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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.

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Corresponding author
Correspondence concerning this article should be address to Steven T. Hunt, 16958 Richen Park Circle, Sherwood, OR 97140. E-mail: s.hunt@sap.com
References
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Adler, S., Campion, M., Colquitt, A., Grubb, A., Murphy, K., Ollander-Krane, R., & Pulakos, E. D. (2016). Getting rid of performance ratings: Genius or folly? A debate. Industrial and Organizational Psychology: Perspectives on Science and Practice, 9 (2), 219252.
Hunt, S. T. (2011). Technology is transforming the nature of performance management. Industrial and Organizational Psychology, 4, 188189.
Hunt, S. T. (2014). Common sense talent management: Using strategic human resources to improve company performance. San Francisco, CA: Wiley.
Hunt, S. T. (2015a). The nexus of performance management and technology. People + Strategy, 38, 5457.
Hunt, S. T. (2015b). There is no single way to fix performance management: What works well for one company can fail miserably in another. Industrial and Organizational Psychology, 8, 130139.
Jones, K., & Wang-Audia, W. (2013). The HR management systems market and provider profiles. Oakland, CA: Bersin by Deloitte.
Joshi, A., Son, J., & Roh, H. (2015). When can women close the gap? A meta-analysis of sex differences in performance and rewards. Academy of Management Journal 58 (5), 15161545.
Peterson, S. J., & Luthan, E. (2006). The impact of financial and non-financial incentives on business outcomes over time. Journal of Applied Psychology, 91, 156165.
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Industrial and Organizational Psychology
  • ISSN: 1754-9426
  • EISSN: 1754-9434
  • URL: /core/journals/industrial-and-organizational-psychology
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