Working Paper
Managing Performance for Organizational Change and Learning
This paper asserts the centrality of performance management in managing the business, defining the individuals' relationship with the organization, and functioning as a feedback and control mechanism. Because of this centrality, performance management can both be a deterrent to change when it is consistent with traditional organization paradigms and an enabler of change when it includes practices consistent with the new paradigm. When performance management is practiced in an open systems setting it results in ongoing organizational learning and change.
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