The Evidence Base for Performance Management (PM): What Do We Actually "Know" About PM?

David W. Sullivan; Junhyok Yim; Sven Kepes

doi:10.1093/oso/9780197752210.003.0017

The Evidence Base for Performance Management (PM): What Do We Actually "Know" About PM?

David W. Sullivan
, Junhyok Yim
, Sven Kepes

Department of Management

Research output: Chapters, Conference Papers, Creative and Literary Works › RGC 12 - Chapter in an edited book (Author) › peer-review

Abstract

This chapter takes an evidence-based management (EBM) view of PM by conducting a review of meta-analyses on PM to distill what is truly known (and not known) about PM practices. Despite extensive PM research, there remains a gap in trusted, evidence-based knowledge regarding PM’s effectiveness. The chapter emphasizes the importance of EBM in addressing this challenge, highlighting the role of meta-analyses as the gold standard for synthesizing scientific evidence. It reviews findings from 79 meta-analyses, categorized according to PM task: observing performance, integrating and evaluating performance information, setting performance expectations, providing feedback, and coaching. The chapter underscores the need for more comprehensive meta-analyses to integrate findings across PM components and calls for future research to address other gaps. This includes the examination of key moderators to explain the significant heterogeneity remaining in most PM meta-analyses.

© Oxford University Press

Original language	English
Title of host publication	New Frontiers in Performance Management Research
Subtitle of host publication	A Synthesis and Future Agenda
Editors	Deidra J. Schleicher, Heidi M. Baumann
Publisher	Oxford Business Press
Chapter	17
ISBN (Electronic)	9780197752258
ISBN (Print)	9780197752210
DOIs	https://doi.org/10.1093/oso/9780197752210.003.0017
Publication status	Published - 2026

Bibliographical note

Research Unit(s) information for this publication is provided by the author(s) concerned.

Research Keywords

evidence-based management
meta-analyses
performance management tasks
performance management effectiveness
observing performance
integrating performance information
evaluating performance
setting performance expectations
providing feedback
coaching

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10.1093/oso/9780197752210.003.0017

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title = "The Evidence Base for Performance Management (PM): What Do We Actually {"}Know{"} About PM?",

abstract = "This chapter takes an evidence-based management (EBM) view of PM by conducting a review of meta-analyses on PM to distill what is truly known (and not known) about PM practices. Despite extensive PM research, there remains a gap in trusted, evidence-based knowledge regarding PM{\textquoteright}s effectiveness. The chapter emphasizes the importance of EBM in addressing this challenge, highlighting the role of meta-analyses as the gold standard for synthesizing scientific evidence. It reviews findings from 79 meta-analyses, categorized according to PM task: observing performance, integrating and evaluating performance information, setting performance expectations, providing feedback, and coaching. The chapter underscores the need for more comprehensive meta-analyses to integrate findings across PM components and calls for future research to address other gaps. This includes the examination of key moderators to explain the significant heterogeneity remaining in most PM meta-analyses. {\textcopyright} Oxford University Press",

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note = "Research Unit(s) information for this publication is provided by the author(s) concerned.",

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doi = "10.1093/oso/9780197752210.003.0017",

language = "English",

isbn = "9780197752210",

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The Evidence Base for Performance Management (PM): What Do We Actually "Know" About PM? / Sullivan, David W.; Yim, Junhyok; Kepes, Sven.
New Frontiers in Performance Management Research: A Synthesis and Future Agenda. ed. / Deidra J. Schleicher; Heidi M. Baumann. Oxford Business Press, 2026.

Research output: Chapters, Conference Papers, Creative and Literary Works › RGC 12 - Chapter in an edited book (Author) › peer-review

TY - CHAP

T1 - The Evidence Base for Performance Management (PM)

T2 - What Do We Actually "Know" About PM?

AU - Sullivan, David W.

AU - Yim, Junhyok

AU - Kepes, Sven

N1 - Research Unit(s) information for this publication is provided by the author(s) concerned.

PY - 2026

Y1 - 2026

N2 - This chapter takes an evidence-based management (EBM) view of PM by conducting a review of meta-analyses on PM to distill what is truly known (and not known) about PM practices. Despite extensive PM research, there remains a gap in trusted, evidence-based knowledge regarding PM’s effectiveness. The chapter emphasizes the importance of EBM in addressing this challenge, highlighting the role of meta-analyses as the gold standard for synthesizing scientific evidence. It reviews findings from 79 meta-analyses, categorized according to PM task: observing performance, integrating and evaluating performance information, setting performance expectations, providing feedback, and coaching. The chapter underscores the need for more comprehensive meta-analyses to integrate findings across PM components and calls for future research to address other gaps. This includes the examination of key moderators to explain the significant heterogeneity remaining in most PM meta-analyses. © Oxford University Press

AB - This chapter takes an evidence-based management (EBM) view of PM by conducting a review of meta-analyses on PM to distill what is truly known (and not known) about PM practices. Despite extensive PM research, there remains a gap in trusted, evidence-based knowledge regarding PM’s effectiveness. The chapter emphasizes the importance of EBM in addressing this challenge, highlighting the role of meta-analyses as the gold standard for synthesizing scientific evidence. It reviews findings from 79 meta-analyses, categorized according to PM task: observing performance, integrating and evaluating performance information, setting performance expectations, providing feedback, and coaching. The chapter underscores the need for more comprehensive meta-analyses to integrate findings across PM components and calls for future research to address other gaps. This includes the examination of key moderators to explain the significant heterogeneity remaining in most PM meta-analyses. © Oxford University Press

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KW - meta-analyses

KW - performance management tasks

KW - performance management effectiveness

KW - observing performance

KW - integrating performance information

KW - evaluating performance

KW - setting performance expectations

KW - providing feedback

KW - coaching

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DO - 10.1093/oso/9780197752210.003.0017

M3 - RGC 12 - Chapter in an edited book (Author)

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BT - New Frontiers in Performance Management Research

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A2 - Baumann, Heidi M.

PB - Oxford Business Press

ER -

The Evidence Base for Performance Management (PM): What Do We Actually "Know" About PM?

Abstract

Bibliographical note

Research Keywords

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