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Eliminating a Quantitative Measure of Performance Means Our Science Is Starting From Square One

Published online by Cambridge University Press:  04 July 2016

Gabriela Burlacu
Gabriela Burlacu*
Affiliation:
SAP SuccessFactors, Portland, Oregon
*
Correspondence concerning this article should be addressed to Gabriela Burlacu, 3939 North Marine Drive, Number 16, Portland, OR 97217. E-mail: [email protected]
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Extract

In their debate about whether companies should keep traditional, numerical ratings of employee performance in an ever-changing world of work, Colquitt and colleagues argued that performance ratings are too hard to do correctly, while Adler and colleagues (Adler et al., 2016) countered that “‘too hard’ is no excuse for I-O psychology.” I would like to build on this by suggesting that “too hard” is not only no excuse but also a complete dismissal of the central aspect of what our science seeks to achieve.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 9 , Issue 2 , June 2016 , pp. 342 - 343
Copyright
Copyright © Society for Industrial and Organizational Psychology 2016 

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References

Adler, S., Campion, M., Colquitt, A., Grubb, A., Murphy, K., Ollander-Krane, R., & Pulakos, E. D. (2016). Getting rid of performance ratings: Genius or folly? A debate. Industrial and Organizational Psychology: Perspectives on Science and Practice, 9 (2), 219–252.Google Scholar