Why Is Performance Management Broken?

By E. Pulakos, Ryan S. O’Leary. Industrial and Organizational Psychology, 2011

219 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/652b56e6cea8375c909a0996887932904f703887

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. Kevin J. Murphy
2. R. Peccei
3. Adelien Decramer

In Organizational Behavior and Human Resource Management

1. Kevin J. Murphy
2. M. Campion
3. R. Peccei
4. E. Pulakos
5. Adelien Decramer
6. Thomas Van Waeyenberg
7. F. Morgeson
8. Adam M. Grant

In Public Administration

1. Kevin J. Murphy
2. R. Peccei
3. Adelien Decramer

Citations in the corpus

• Getting Rid of Performance Ratings: Genius or Folly? A Debate (2016, background): “Pulakos and O’Leary (2011) have argued that the key reason traditional performance management approaches have failed to live up to their promise of enabling performance is that the mechanics of formal systems—how ratings are done, the documentation required, how goals are set—are inconsistent with…”
• Performance management and teacher performance: the role of affective organizational commitment and exhaustion (2020, background): “At the heart of current concerns lies the belief that an organization’s performative agenda imposes too high demands on employees and is realized via rigid output control (Pulakos & O’Leary, 2011).”
• The third ‘generation’ of workplace coaching: creating a culture of quality conversations (2017, unknown): “(Pulakos & O’Leary, 2011).”