Performance management in the year of COVID-19: Carpe diem
Progress has been impeded by organizational inertia, special interests protecting entitlements, a lack of courage, and claimed constraints of human resources technology. [...]a survey in June 2020 of human resources leaders in 843 companies globally, reflecting a total employee population of over 10...
Gespeichert in:
Veröffentlicht in: | Industrial and organizational psychology 2021-06, Vol.14 (1-2), p.168-172 |
---|---|
1. Verfasser: | |
Format: | Artikel |
Sprache: | eng |
Schlagworte: | |
Online-Zugang: | Volltext |
Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
container_end_page | 172 |
---|---|
container_issue | 1-2 |
container_start_page | 168 |
container_title | Industrial and organizational psychology |
container_volume | 14 |
creator | Adler, Seymour |
description | Progress has been impeded by organizational inertia, special interests protecting entitlements, a lack of courage, and claimed constraints of human resources technology. [...]a survey in June 2020 of human resources leaders in 843 companies globally, reflecting a total employee population of over 10 million, found that 55% are either testing or have implemented new talent processes in response to COVID-19, and this nimbleness is highly correlated with employee perceptions of effective organizational crisis leadership (Adair, 2020 ). Gratitude, purpose, cohesiveness, caring, clarity, pride, responsibility, visibility, support, emotional bonding, talented teammates, enhanced physical safety, increased focused on mental health and well-being—all are levers that envelop solid employees in meaningful moments across the life cycle. [...]this may well be the time to redefine the leadership model for 2021 and beyond, and systematically harness this unique moment to accurately capture a holistic profile of genuine future-facing leadership potential. [...]there is genuine urgency to make sure that our models are updated as we |
doi_str_mv | 10.1017/iop.2021.27 |
format | Article |
fullrecord | <record><control><sourceid>proquest_cross</sourceid><recordid>TN_cdi_proquest_journals_2530900297</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><cupid>10_1017_iop_2021_27</cupid><sourcerecordid>2530900297</sourcerecordid><originalsourceid>FETCH-LOGICAL-c257t-ceeef500b9f53a32a66df4ad33cffd9f573151f788d9e5b68e45f31212b105c93</originalsourceid><addsrcrecordid>eNptkE1LxDAQhoMouK6e_AMBj9I6SZqm2ZvUr4WF9aBeQ9pO1i72w6R72H9vyy568TIzvDy8Aw8h1wxiBkzd1V0fc-As5uqEzJiSSaQTkZz-3jw9JxchbAFSwSGZkcUretf5xrYl0nHaDTbYDrRu6fCJdI_W087RfP2xfIiYXtDc-h5pVWNzSc6c_Qp4ddxz8v70-Ja_RKv18zK_X0Ull2qISkR0EqDQTgoruE3TyiW2EqJ0rhpDJZhkTmVZpVEWaYaJdIJxxgsGstRiTm4Ovb3vvncYBrPtdr4dXxouBWgArtVI3R6o0ncheHSm93Vj_d4wMJMcM8oxkxzDJzo60rYpfF1t8K_0P_4H6a1kIA</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>2530900297</pqid></control><display><type>article</type><title>Performance management in the year of COVID-19: Carpe diem</title><source>Cambridge University Press Journals Complete</source><creator>Adler, Seymour</creator><creatorcontrib>Adler, Seymour</creatorcontrib><description>Progress has been impeded by organizational inertia, special interests protecting entitlements, a lack of courage, and claimed constraints of human resources technology. [...]a survey in June 2020 of human resources leaders in 843 companies globally, reflecting a total employee population of over 10 million, found that 55% are either testing or have implemented new talent processes in response to COVID-19, and this nimbleness is highly correlated with employee perceptions of effective organizational crisis leadership (Adair, 2020 ). Gratitude, purpose, cohesiveness, caring, clarity, pride, responsibility, visibility, support, emotional bonding, talented teammates, enhanced physical safety, increased focused on mental health and well-being—all are levers that envelop solid employees in meaningful moments across the life cycle. [...]this may well be the time to redefine the leadership model for 2021 and beyond, and systematically harness this unique moment to accurately capture a holistic profile of genuine future-facing leadership potential. [...]there is genuine urgency to make sure that our models are updated as we</description><identifier>ISSN: 1754-9426</identifier><identifier>EISSN: 1754-9434</identifier><identifier>DOI: 10.1017/iop.2021.27</identifier><language>eng</language><publisher>New York, USA: Cambridge University Press</publisher><subject>Commentaries ; Coronaviruses ; COVID-19 ; Employees ; Leadership ; Managers ; Pandemics ; Pay for performance ; Performance management ; Philosophy</subject><ispartof>Industrial and organizational psychology, 2021-06, Vol.14 (1-2), p.168-172</ispartof><rights>The Author(s), 2021. Published by Cambridge University Press on behalf of the Society for Industrial and Organizational Psychology.</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><cites>FETCH-LOGICAL-c257t-ceeef500b9f53a32a66df4ad33cffd9f573151f788d9e5b68e45f31212b105c93</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktohtml>$$Uhttps://www.cambridge.org/core/product/identifier/S1754942621000274/type/journal_article$$EHTML$$P50$$Gcambridge$$H</linktohtml><link.rule.ids>164,314,776,780,27903,27904,55606</link.rule.ids></links><search><creatorcontrib>Adler, Seymour</creatorcontrib><title>Performance management in the year of COVID-19: Carpe diem</title><title>Industrial and organizational psychology</title><addtitle>Ind. Organ. Psychol</addtitle><description>Progress has been impeded by organizational inertia, special interests protecting entitlements, a lack of courage, and claimed constraints of human resources technology. [...]a survey in June 2020 of human resources leaders in 843 companies globally, reflecting a total employee population of over 10 million, found that 55% are either testing or have implemented new talent processes in response to COVID-19, and this nimbleness is highly correlated with employee perceptions of effective organizational crisis leadership (Adair, 2020 ). Gratitude, purpose, cohesiveness, caring, clarity, pride, responsibility, visibility, support, emotional bonding, talented teammates, enhanced physical safety, increased focused on mental health and well-being—all are levers that envelop solid employees in meaningful moments across the life cycle. [...]this may well be the time to redefine the leadership model for 2021 and beyond, and systematically harness this unique moment to accurately capture a holistic profile of genuine future-facing leadership potential. [...]there is genuine urgency to make sure that our models are updated as we</description><subject>Commentaries</subject><subject>Coronaviruses</subject><subject>COVID-19</subject><subject>Employees</subject><subject>Leadership</subject><subject>Managers</subject><subject>Pandemics</subject><subject>Pay for performance</subject><subject>Performance management</subject><subject>Philosophy</subject><issn>1754-9426</issn><issn>1754-9434</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2021</creationdate><recordtype>article</recordtype><sourceid>BENPR</sourceid><recordid>eNptkE1LxDAQhoMouK6e_AMBj9I6SZqm2ZvUr4WF9aBeQ9pO1i72w6R72H9vyy568TIzvDy8Aw8h1wxiBkzd1V0fc-As5uqEzJiSSaQTkZz-3jw9JxchbAFSwSGZkcUretf5xrYl0nHaDTbYDrRu6fCJdI_W087RfP2xfIiYXtDc-h5pVWNzSc6c_Qp4ddxz8v70-Ja_RKv18zK_X0Ull2qISkR0EqDQTgoruE3TyiW2EqJ0rhpDJZhkTmVZpVEWaYaJdIJxxgsGstRiTm4Ovb3vvncYBrPtdr4dXxouBWgArtVI3R6o0ncheHSm93Vj_d4wMJMcM8oxkxzDJzo60rYpfF1t8K_0P_4H6a1kIA</recordid><startdate>202106</startdate><enddate>202106</enddate><creator>Adler, Seymour</creator><general>Cambridge University Press</general><scope>AAYXX</scope><scope>CITATION</scope><scope>3V.</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>87Z</scope><scope>88G</scope><scope>8FI</scope><scope>8FJ</scope><scope>8FK</scope><scope>8FL</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FRNLG</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GHDGH</scope><scope>GNUQQ</scope><scope>K60</scope><scope>K6~</scope><scope>L.-</scope><scope>M0C</scope><scope>M2M</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PSYQQ</scope><scope>Q9U</scope></search><sort><creationdate>202106</creationdate><title>Performance management in the year of COVID-19: Carpe diem</title><author>Adler, Seymour</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c257t-ceeef500b9f53a32a66df4ad33cffd9f573151f788d9e5b68e45f31212b105c93</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2021</creationdate><topic>Commentaries</topic><topic>Coronaviruses</topic><topic>COVID-19</topic><topic>Employees</topic><topic>Leadership</topic><topic>Managers</topic><topic>Pandemics</topic><topic>Pay for performance</topic><topic>Performance management</topic><topic>Philosophy</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Adler, Seymour</creatorcontrib><collection>CrossRef</collection><collection>ProQuest Central (Corporate)</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ABI/INFORM Global (Alumni Edition)</collection><collection>Psychology Database (Alumni)</collection><collection>Hospital Premium Collection</collection><collection>Hospital Premium Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ABI/INFORM Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>ProQuest Central Essentials</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>Business Premium Collection (Alumni)</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>Health Research Premium Collection (Alumni)</collection><collection>ProQuest Central Student</collection><collection>ProQuest Business Collection (Alumni Edition)</collection><collection>ProQuest Business Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Global</collection><collection>ProQuest Psychology</collection><collection>ProQuest One Business</collection><collection>ProQuest One Business (Alumni)</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest One Psychology</collection><collection>ProQuest Central Basic</collection><jtitle>Industrial and organizational psychology</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Adler, Seymour</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Performance management in the year of COVID-19: Carpe diem</atitle><jtitle>Industrial and organizational psychology</jtitle><addtitle>Ind. Organ. Psychol</addtitle><date>2021-06</date><risdate>2021</risdate><volume>14</volume><issue>1-2</issue><spage>168</spage><epage>172</epage><pages>168-172</pages><issn>1754-9426</issn><eissn>1754-9434</eissn><abstract>Progress has been impeded by organizational inertia, special interests protecting entitlements, a lack of courage, and claimed constraints of human resources technology. [...]a survey in June 2020 of human resources leaders in 843 companies globally, reflecting a total employee population of over 10 million, found that 55% are either testing or have implemented new talent processes in response to COVID-19, and this nimbleness is highly correlated with employee perceptions of effective organizational crisis leadership (Adair, 2020 ). Gratitude, purpose, cohesiveness, caring, clarity, pride, responsibility, visibility, support, emotional bonding, talented teammates, enhanced physical safety, increased focused on mental health and well-being—all are levers that envelop solid employees in meaningful moments across the life cycle. [...]this may well be the time to redefine the leadership model for 2021 and beyond, and systematically harness this unique moment to accurately capture a holistic profile of genuine future-facing leadership potential. [...]there is genuine urgency to make sure that our models are updated as we</abstract><cop>New York, USA</cop><pub>Cambridge University Press</pub><doi>10.1017/iop.2021.27</doi><tpages>5</tpages></addata></record> |
fulltext | fulltext |
identifier | ISSN: 1754-9426 |
ispartof | Industrial and organizational psychology, 2021-06, Vol.14 (1-2), p.168-172 |
issn | 1754-9426 1754-9434 |
language | eng |
recordid | cdi_proquest_journals_2530900297 |
source | Cambridge University Press Journals Complete |
subjects | Commentaries Coronaviruses COVID-19 Employees Leadership Managers Pandemics Pay for performance Performance management Philosophy |
title | Performance management in the year of COVID-19: Carpe diem |
url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-27T04%3A20%3A30IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest_cross&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Performance%20management%20in%20the%20year%20of%20COVID-19:%20Carpe%20diem&rft.jtitle=Industrial%20and%20organizational%20psychology&rft.au=Adler,%20Seymour&rft.date=2021-06&rft.volume=14&rft.issue=1-2&rft.spage=168&rft.epage=172&rft.pages=168-172&rft.issn=1754-9426&rft.eissn=1754-9434&rft_id=info:doi/10.1017/iop.2021.27&rft_dat=%3Cproquest_cross%3E2530900297%3C/proquest_cross%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=2530900297&rft_id=info:pmid/&rft_cupid=10_1017_iop_2021_27&rfr_iscdi=true |