A Macro Perspective to Micro Issues
Comments on an article by Elaine D. Pulakos and Ryan S. O'Leary. The authors argue that bringing the focus on the relationship between the manager and the employee will mend performance management. We concur with the broad assessment that an excessive focus on technical improvements in performa...
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| Main Authors: | , |
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| Format: | text |
| Language: | English |
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Institutional Knowledge at Singapore Management University
2011
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| Subjects: | |
| Online Access: | https://ink.library.smu.edu.sg/lkcsb_research/3638 https://ink.library.smu.edu.sg/context/lkcsb_research/article/4637/viewcontent/Macro_perspective_to_micro_issues_av.pdf |
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| Institution: | Singapore Management University |
| Language: | English |
| Summary: | Comments on an article by Elaine D. Pulakos and Ryan S. O'Leary. The authors argue that bringing the focus on the relationship between the manager and the employee will mend performance management. We concur with the broad assessment that an excessive focus on technical improvements in performance management systems is misplaced and that implementation issues plague performance management. But we believe that poor implementation is an operational challenge not because of the practice itself but rather on account of misalignment. They also allude to a consideration of alignment. They also glosses over the issue of internal alignment or the fact that the effectiveness of individual performance management practices are contingent upon their alignment with other HR practices. In conclusion, Pulakos and O'Leary's cautions of moving beyond formal systems in performance management and focusing on informal ones such as the manager-employee relationship are well intentioned. |
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