Performance management (PM) research has traditionally been criticized because of its supposed lack of impact on PM practice. A survey of PM practices in 101 U. S. organizations was conducted to determine the current state of PM and to evaluate the gaps betw een PM science and practice. Results revealed that gaps do exist betw een PM research and practice, but there were several instances of clear impact of contemporary PM research on the practice of PM. Moreover, exploratory analyses indicated that practicalPM considerations (e.g., PM purpose, employee participation, ongoing informal feedback) were more important to human resource executives’ perceptions of PM fairness and effectiveness than technical considerations traditionally found in the academic PM literature. Implications for the science and practice of PM are discussed.