Driving organizational strategy through performance management: The case for aligned PM.

摘要: Among the many criticisms leveled at performance management (PM) perhaps the most damning is the lack of evidence that it actually leads to better individual, team, and organizational performance. The inability of PM to improve individual and organizational performance stems from three major flaws in how it is implemented. First, PM is often designed in a piecemeal and reactionary fashion that is not aimed at supporting the organization's goals or priorities in the first place. Second, PM practices are out of sync with how work is actually done in organizations today. Third, PM is often implemented without careful consideration of the purpose that it should serve. This chapter provides an evidence-based, practical road map for how organizations can address these challenges. It begins by summarizing each of these three themes and presents an overarching idea for how to address these challenges: aligning PM …