Managing Performance Through the Manager–Employee Relationship

O’Leary, Ryan S. and Elaine D. Pulakos

Industrial and Organizational Psychology, 2011, vol. 4, issue 2, 208-214

Abstract: In our recent focal article, we proposed that a fundamental change is needed in how performance management is implemented and viewed. Rather than attempting to improve the effectiveness of performance management by changing features of the formal system (e.g., steps, tools, and processes), we recommended increased focus on improving manager–employee communication and aspects of the manager–employee relationship that are foundational for effective performance management. Our article generated a number of thoughtful and engaging commentaries. In this commentary, we respond to several themes raised in the commentaries and relate them to the recommendations we made for improving performance management processes in organizations.

Date: 2011
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