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Managing Performance Through the Manager–Employee Relationship

Author

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

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.

Suggested Citation

  • O’Leary, Ryan S. & Pulakos, Elaine D., 2011. "Managing Performance Through the Manager–Employee Relationship," Industrial and Organizational Psychology, Cambridge University Press, vol. 4(2), pages 208-214, June.
    • Handle: RePEc:cup:inorps:v:4:y:2011:i:02:p:208-214_00
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    Cited by:

    1. Ogbonnaya, Chidiebere & Dhir, Amandeep & Maxwell-Cole, Alexander & Gorny, Tomasz, 2022. "Cost-cutting actions, employment relations and workplace grievances: Lessons from the 2008 financial crisis," Journal of Business Research, Elsevier, vol. 152(C), pages 265-275.

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