Performance Enablement
A New Model for Driving Organizational Performance
Book •
Performance Enablement presents a modern alternative to legacy performance-management systems, arguing that firms should prioritize ongoing coaching, enabling control, and team-based goals over annual ratings and pay differentiation.
Drawing on research in economics, psychology, and organizational design, the authors show why pay-for-performance and coercive controls are outdated and counterproductive in knowledge-work environments.
They outline a framework that begins with clear business context, continuous feedback, barrier removal, and integrated development to uplift individual and organizational performance.
The book includes research findings and case studies (such as Edward Jones) to illustrate practical redesigns and how compensation can be decoupled from continuous performance conversations.
It aims to help HR leaders redesign systems to drive performance rather than merely administer pay decisions.
Drawing on research in economics, psychology, and organizational design, the authors show why pay-for-performance and coercive controls are outdated and counterproductive in knowledge-work environments.
They outline a framework that begins with clear business context, continuous feedback, barrier removal, and integrated development to uplift individual and organizational performance.
The book includes research findings and case studies (such as Edward Jones) to illustrate practical redesigns and how compensation can be decoupled from continuous performance conversations.
It aims to help HR leaders redesign systems to drive performance rather than merely administer pay decisions.
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Introduced by the hosts as the new book coauthored by the guests to reframe performance management into a performance-driving model.
“Why Performance Management Is Broken” with Edie Goldberg & Alan Colquitt, co-authors of “Performance Enablement: A New Model for Driving Organizational Performance.”
