Measuring performance during crises and beyond: The Performance Promoter Score

Herman Aguinis and Jing Burgi-Tian

Business Horizons, 2021, vol. 64, issue 1, 149-160

Abstract: Many organizations are curtailing or even abandoning performance management because of difficulties measuring performance and disruptions in performance-based pay due to the COVID-19 crisis. Contrary to this growing and troubling trend, we argue that it is especially important during the crisis to not only continue but also strengthen performance management to communicate a firm’s strategic direction, collect valuable business data, provide critical feedback to individuals and workgroups, protect organizations from legal risks, and retain top talent. To do so, we offer a solution to overcome the challenges associated with measuring performance during a crisis. Specifically, we extend and expand upon the well-established Net Promoter Score measure in marketing and introduce the Performance Promoter Score (PPS) to measure performance. We offer evidence-based recommendations for collecting PPS information for individuals, workgroups, and other collectives, computing a Net Performance Promoter Score (NPPS); using multiple sources of performance data, and using PPS for administrative and developmental purposes as well as to provide more frequent performance check-ins. PPS is a convenient, practical, relevant, and useful performance measure during a crisis such as the COVID-19 pandemic, but it is also an innovation that will be useful long after the pandemic is over.

Keywords: Performance management; Employee performance; COVID-19; Performance appraisal; Employee development; Leadership; Net Promoter Score (search for similar items in EconPapers)
Date: 2021
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Citations: View citations in EconPapers (11)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:bushor:v:64:y:2021:i:1:p:149-160

DOI: 10.1016/j.bushor.2020.09.001

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