Performance management in a changing context: Monsanto pioneers a competency‐based, developmental approach
孟山都公司开发了绩效提升流程（PEP），从管理绩效转向员工发展，简化目标设定并将主管角色从评估者转变为教练，通过360度反馈监控进展。
Abstract Because performance management systems fail in today's lean economic climate, the Monsanto Company developed the Performance Enhancement Process (PEP) to manage the context in which performance occurs, rather than the performance itself. PEP serves as a catalyst for organizational clarity and creates a tangible link between human resources and business. By implementing PEP, Monsanto decided to shift its emphasis from performance management to employee development, simplifying‐goal setting and transforming the supervisor's role from evaluator to coach. To gauge PEP's effectiveness, the Company initiated a system of 360‐degree feedback to monitor progress and to ensure continuous development. © 1995 by John Wiley & Sons, Inc.