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This book is about a process we've always loved to hate: performance management. However, you will not find the authors advocating changing the rating scale, updating the model, or even training managers or increasing feedback sessions. Research has shown that these methods do little to improve the process. Enabling Performance argues that we need a new paradigm. Traditional performance management was born in a different era, based on a huge amount of research that has been disproved over the years. The authors present a new philosophy on how to motivate individual and organizational performance, grounded in how modern organizations work, and built on research from economics, management, and psychology that suggests a new, more effective way to motivate, engage, and develop talent to achieve real business results. The book begins with an important question: What is the purpose of performance management? For most organizations, the primary purpose is not to motivate individual and organizational performance, but to reward performance. Compensation has become the main purpose, and here lies the mistake of human resources management. Goldberg and Colquitt detail the economic feasibility of change, then present a new model and the principles and practices that support this new approach. They also provide a glimpse into how technology is fundamentally transforming the ways in which performance is measured and evaluated, and conclude with information on how to position your organization on the continuum from performance management to performance enablement, and how to make progress toward achieving this enablement.