Academic Journal
LESSONS ON HOW EVIDENCE-BASED PERFORMANCE MANAGEMENT CHANGED PRACTICE, POLICY, AND TALENT DECISIONS.
| Τίτλος: | LESSONS ON HOW EVIDENCE-BASED PERFORMANCE MANAGEMENT CHANGED PRACTICE, POLICY, AND TALENT DECISIONS. |
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| Συγγραφείς: | AGUINIS, HERMAN |
| Πηγή: | Academy of Management Perspectives; Aug2026, Vol. 40 Issue 3, p476-486, 11p, 2 Charts |
| Θεματικοί όροι: | Performance management, Evidence-based management, Human resources departments, Organizational behavior, Government policy, Job performance, Organization management |
| Περίληψη: | For years, performance management was a once-a-year event—an assigned performance rating, a formsent to human resources (HR)—and soul-crushingmeetings that produced little value for managers, organizations, or employees. Our work over the past two decades has sought to replace that ritual with something closer to real conversation: regular check-ins, clarity about expectations, and explicit connections between individual and team performances and a firm's strategic goals. Through sustained teaching, cumulative research programs, and extensive outreach activities, these evidence-based ideas reached classrooms, government offices, corporate leadership teams, courts, and the media, shaping both managerial practice and public policy. The path was neither easy nor linear and included many rejections, frustrations, hurdles, and disappointments—particularly when phenomenon-driven insights challenged entrenched assumptions and publication norms. The "impact journey" begins with studying an important, consequential managerial problem and conducting rigorous and credible research. Critically, impactful and relevant research requires a two-way conversation with practitioners (i.e., "absorptive capacity") and deliberate dissemination across multiple outlets (i.e., "transformative capacity"). I describe remaining managerial challenges in performance and talent management, explain why they persist, outline how they can be addressed, and distill 14 lessons learned for improving scholarly relevance and sustained impact in performancemanagement and other domains. [ABSTRACT FROM AUTHOR] |
| Copyright of Academy of Management Perspectives is the property of Academy of Management and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.) | |
| Βάση Δεδομένων: | Complementary Index |
| FullText | Text: Availability: 0 |
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| Header | DbId: edb DbLabel: Complementary Index An: 195882151 RelevancyScore: 1162 AccessLevel: 6 PubType: Academic Journal PubTypeId: academicJournal PreciseRelevancyScore: 1162.42456054688 |
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| Items | – Name: Title Label: Title Group: Ti Data: LESSONS ON HOW EVIDENCE-BASED PERFORMANCE MANAGEMENT CHANGED PRACTICE, POLICY, AND TALENT DECISIONS. – Name: Author Label: Authors Group: Au Data: <searchLink fieldCode="AR" term="%22AGUINIS%2C+HERMAN%22">AGUINIS, HERMAN</searchLink> – Name: TitleSource Label: Source Group: Src Data: Academy of Management Perspectives; Aug2026, Vol. 40 Issue 3, p476-486, 11p, 2 Charts – Name: Subject Label: Subject Terms Group: Su Data: <searchLink fieldCode="DE" term="%22Performance+management%22">Performance management</searchLink><br /><searchLink fieldCode="DE" term="%22Evidence-based+management%22">Evidence-based management</searchLink><br /><searchLink fieldCode="DE" term="%22Human+resources+departments%22">Human resources departments</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+behavior%22">Organizational behavior</searchLink><br /><searchLink fieldCode="DE" term="%22Government+policy%22">Government policy</searchLink><br /><searchLink fieldCode="DE" term="%22Job+performance%22">Job performance</searchLink><br /><searchLink fieldCode="DE" term="%22Organization+management%22">Organization management</searchLink> – Name: Abstract Label: Abstract Group: Ab Data: For years, performance management was a once-a-year event—an assigned performance rating, a formsent to human resources (HR)—and soul-crushingmeetings that produced little value for managers, organizations, or employees. Our work over the past two decades has sought to replace that ritual with something closer to real conversation: regular check-ins, clarity about expectations, and explicit connections between individual and team performances and a firm's strategic goals. Through sustained teaching, cumulative research programs, and extensive outreach activities, these evidence-based ideas reached classrooms, government offices, corporate leadership teams, courts, and the media, shaping both managerial practice and public policy. The path was neither easy nor linear and included many rejections, frustrations, hurdles, and disappointments—particularly when phenomenon-driven insights challenged entrenched assumptions and publication norms. The "impact journey" begins with studying an important, consequential managerial problem and conducting rigorous and credible research. Critically, impactful and relevant research requires a two-way conversation with practitioners (i.e., "absorptive capacity") and deliberate dissemination across multiple outlets (i.e., "transformative capacity"). I describe remaining managerial challenges in performance and talent management, explain why they persist, outline how they can be addressed, and distill 14 lessons learned for improving scholarly relevance and sustained impact in performancemanagement and other domains. [ABSTRACT FROM AUTHOR] – Name: Abstract Label: Group: Ab Data: <i>Copyright of Academy of Management Perspectives is the property of Academy of Management and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.) |
| PLink | https://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edb&AN=195882151 |
| RecordInfo | BibRecord: BibEntity: Identifiers: – Type: doi Value: 10.5465/amp.2025.0388 Languages: – Code: eng Text: English PhysicalDescription: Pagination: PageCount: 11 StartPage: 476 Subjects: – SubjectFull: Performance management Type: general – SubjectFull: Evidence-based management Type: general – SubjectFull: Human resources departments Type: general – SubjectFull: Organizational behavior Type: general – SubjectFull: Government policy Type: general – SubjectFull: Job performance Type: general – SubjectFull: Organization management Type: general Titles: – TitleFull: LESSONS ON HOW EVIDENCE-BASED PERFORMANCE MANAGEMENT CHANGED PRACTICE, POLICY, AND TALENT DECISIONS. Type: main BibRelationships: HasContributorRelationships: – PersonEntity: Name: NameFull: AGUINIS, HERMAN IsPartOfRelationships: – BibEntity: Dates: – D: 01 M: 08 Text: Aug2026 Type: published Y: 2026 Identifiers: – Type: issn-print Value: 15589080 Numbering: – Type: volume Value: 40 – Type: issue Value: 3 Titles: – TitleFull: Academy of Management Perspectives Type: main |
| ResultId | 1 |