Abstract
<jats:title>Abstract</jats:title> <jats:p>In this book, authors Goldberg & Colquitt advocate for a fundamental shift in how organizations approach performance management (PM), moving away from the shortcomings of traditional, evaluation-focused systems primarily driven by reward distribution. They argue that the failure of PM is not due to flawed practices but outdated philosophies and paradigms. Organizations should focus on enabling performance instead of “managing” or “evaluating” performance. The authors introduce an evidence-based model called Performance Enablement, which is grounded in recent economics, psychology, and management research. While many of the practices they advocate for (goal setting, continuous feedback and coaching, and development) will sound familiar, they are presented through a lens of what it means to enable individual or team performance. Their new principles and practices aim to help managers and HR professionals flip the script and drive individual and organizational performance by fostering a more positive, simple, and continuous process that aligns employee efforts with strategic priorities and organizational goals.</jats:p>