Refocusing Performance Management for High Performance

Abstract

Performance appraisal has transitioned in most organizations to performance management, but the basic model has not changed in any significant way in roughly 40 years. This article looks at the implications triggered by the new work paradigm and the new focus on high performance. It outlines several changes that would better support this new direction. The traditional appraisal model was developed for a different era. It focused on the individual employee with little regard for the work context or working relationships. Employees were effectively “cogs in the wheel” and expected only to meet performance expectations. Performance dimensions like “dependability” or “cooperation” were indicative of the management philosophy. The new interest in creating high-performance organizations suggests a need to reconsider how employee performance is viewed. The “meets expectations” now has to shift to stretch goals and competencies that contribute to success in this environment. The role of the manager in raising the bar and in creating a supportive culture also must be considered.