Abstract
The purpose of this inquiry is to examine the copious, and sometimes quite contradictory information on the subject of Performance Management. To do so, a cross-sectional survey was conducted of members of a Human Resource Professional association. This group was chosen because, in their position, they are the individuals who would develop, manage, and live with the consequences of Performance Management systems. In addition to testing the premises of the professional literature and observing their degree of penetration into actual practice, additional information was gathered on the subject by garnering the opinions of these professionals.
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