“Performance Management: The Next Generation” currently appears in the most cited articles list in  Compensation, Benefits & Review, based on citations to online articles from HighWire-hosted articles. Professor Lawler has provided additional background about the article.

The value of performance evaluations continues to be a frequently debated and discussed topic in the management literature. Several recent books have argued for eliminating it as a management practice while others have argued for its increased importance in today’s highly chaotic and rapidly changing business environment. In two of my most recent books, Talent, published in 2008 and Management Reset: Organizing for Sustainable Effectiveness, just published, I argue that it needs to be a key practice in today’s organizations. It is a glue that can hold together the talent management systems of organizations if it is done right. Of course, the key issue is; what constitutes doing it right.

In Management Reset, I argue that we know a lot about what it takes to do appraisals right and that doing them right varies depending upon the type of organization in which performance appraisals are taking place. I argue that in an organization which is striving to be sustainably effective, that is to perform well financially, socially and environmentally, performance appraisals need to be transparent, include triple bottom line goals, and be done relatively frequently, perhaps as often as every three months. I also argue that the alternative to doing appraisals well is to not do them at all. Research evidence suggests that a poor appraisal is much more dysfunctional than doing no appraisal at all.

This entry was posted in Compensation and Benefits, Performance and tagged , by Cynthia Nalevanko, Senior Editor, SAGE Publishing. Bookmark the permalink.

About Cynthia Nalevanko, Senior Editor, SAGE Publishing

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 1500 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, Washington DC, and Melburne, our publishing program includes more than 1000 journals and over 900 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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