Português
The popular press has given voice to increasing dissatisfaction with performance management (PM) systems shared by both managers and employees, as well as to proposals for “alternative” systems. Illustrative are two articles that appeared in Harvard Business Review in April 2015: one reporting anecdotal evidence of the misuse of performance appraisals to serve a hidden agenda; the second telling how Deloitte is transforming its PM system with the aim of filling the gap between declared purposes in the company (driving employee engagement) and current shape (ratings entrenched in bureaucracy that are of limited help to fuel performance). Deloitte is not the only company restructuring or even dropping their performance evaluation system, as many large multinationals are following the same path (Cappelli & Tavis, 2016).
Scientific research has also questioned the utility and effectiveness of PM systems as attested by a lively debate within the scientific community. Latest of a series is a focal-paper in Industrial and Organizational Psychology (flag-journal of SIOP, Division 14 of the American Psychological Association). The article (Adler et al, 2016) summarizes opposing views on the matter as suggested by the title: “Getting rid of Performance Appraisal, Genius or Folly?” and was followed by a large number of engaged commentaries that discussed, among others, how PM could be amended by adopting a focus on the relationships and interpersonal exchanges inherent in this practice.
While the critiques raised in such commentaries are persuasive, empirical research dedicated to this topic is still lacking although, theoretically, experts in the field advocate a more “informal” approach (Pulakos et al, 2015). This would be entrenched in the daily work activities to ensure that the main purpose of performance management – employee motivation, learning and development – is accomplished.
Hence, this project aims to contribute to the ongoing debate on how to improve PM and feedback practices in organizations, with a specific focus on informal feedback and interpersonal relationships.
This promises to fill an important gap between research and practice by taking the opportunity to study new PM systems as they are implemented and giving research a proactive (vs. reactive) role in advising on these topics. Thus, embracing this issue very timely researchers will maximize their impact by providing real time empirical evidence and recommendations to organizations as they make decisions and alter their current practices on PM and employee and leader development.
| Research Centre | Research Group | Role in Project | Begin Date | End Date |
|---|---|---|---|---|
| BRU-Iscte | Organizational Behaviour and Human Resources Group | Partner | 2018-09-26 | 2018-09-26 |
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| Name | Affiliation | Role in Project | Begin Date | End Date |
|---|---|---|---|---|
| Silvia Dello Russo | Professora Auxiliar (DRHCO); Integrated Researcher (BRU-Iscte); | Principal Researcher | 2018-09-26 | 2018-09-26 |
| Atieh Mirfakhar | Integrated Researcher (BRU-Iscte); | Researcher | 2020-07-02 | 2021-09-30 |
| Reference/Code | Funding DOI | Funding Type | Funding Program | Funding Amount (Global) | Funding Amount (Local) | Begin Date | End Date |
|---|---|---|---|---|---|---|---|
| PTDC/PSI-GER/29124/2017 | -- | Contract | FCT - -- - Portugal | 239806.04 | 239806.04 | 2018-10-01 | 2021-09-30 |
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