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Leveraging Technology to Improve Social Dynamics

Published online by Cambridge University Press:  21 April 2015

Edie L. Goldberg
Edie L. Goldberg*
Affiliation:
E. L. Goldberg & Associates, Menlo Park, California
*
Correspondence concerning this article should be addressed to Edie L. Goldberg, E. L. Goldberg & Associates, 950 Siskiyou Drive, Menlo Park, CA 94025. E-mail: [email protected]
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Extract

Although the authors of the focal article (Pulakos, Mueller Hanson, Arad, & Moye, 2015) have provided some well-grounded guidelines on how to fix the performance management (PM) dilemma companies are facing today, in this commentary, I seek to extend their thesis to include innovating the process by leveraging new social technologies that have the opportunity to truly change the social dynamics of the entire process. Furthermore, it is critical to also consider how well the PM process is aligned with the company's formal and informal work structures. Traditional work structures were hierarchical, with employees reporting to one manager and having responsibility primarily for their own work product. Today's contemporary work structures often rely on teamwork and/or matrixed work structures in which an employee has two managers.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 8 , Issue 1 , March 2015 , pp. 100 - 102
Copyright
Copyright © Society for Industrial and Organizational Psychology 2015 

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References

Chui, M., Manyika, J., Bughin, J., Dobbs, R., Roxburgh, C., Sarrazin, H., . . . Westergren, M. (2012). The social economy: Unlocking value and productivity through social technologies. London, UK: McKinsey Global Institute.Google Scholar
Pulakos, E. D., Mueller Hanson, R., Arad, S., & Moye, N. (2015). Performance management can be fixed: An on-the-job experiential learning approach for complex behavior change. Industrial and Organizational Psychology: Perspectives on Science and Practice, 8, 51–76.CrossRefGoogle Scholar