Performance Management: Putting Research into Action
- 10h 51m
- James W. Smither, Manuel London (eds)
- John Wiley & Sons (US)
- 2009
The typical performance appraisal process puts the emphasis on an annual evaluation of employee performance. Performance management shifts the focus to an ongoing process that includes setting and aligning goals, coaching and developing employees, providing informal feedback, formally evaluating performance, and linking performance to recognition and rewards.
Performance Management—a volume in the SIOP Professional Practice Series—offers a compendium of the most current thinking, strategies, and best practices in performance management written by leading academics, practitioners, consultants, and researchers in the field. The book's seventeen chapters include an introduction of the concepts and issues, a review of theory and research, evidence-based best practices, dozens of illustrative examples as well as information on future directions, opportunities, and challenges.
Written for human resource managers, consultants, and line managers, this important resource contains a wealth of information for implementing an effective performance management system. The book includes information on the:
- 14 features that help define a successful performance management system
- 7 drivers of alignment including the relationship between alignment and financial performance
- 5 factors that affect the impact of goal setting
- 11 steps to maximize the value of external coaches
- CEO and board performance management process
- 8 dimensions of national culture that shape performance management processes
- Role of technology in developing and using a performance management system
- 6 assessment points that can be embedded in a comprehensive performance management system
- And much more
The contributors offer HR professionals a comprehensive jargon-free understanding of the most recent research, proven practices, and lessons learned on performance management.
About the Editors
James W. Smither, Ph.D., is a consultant and scholar, with years of corporate HR experience. He is a professor in the Management Department at LaSalle University. A prolific writer, he is also the editor of the popular Performance Appraisal: State-of-the-Art in Practice (from Jossey-Bass).
Manuel London, Ph.D., is associate dean and director of the Center for Human Resource Management at the College of Business at the State University of New York at Stony Brook. He also has 12 years of corporate HR experience. He is the co-author with Marilyn London of First Time Leaders of Small Groups: How to Create High-Performing Committees, Task Forces, Clubs, and Boards from Jossey-Bass.
In this Book
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Foreword
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Introduction
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An Expanded View of Performance Management
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Aligning Performance Management with Organizational Strategy, Values, and Goals
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Practical Applications of Goal-Setting Theory to Performance Management
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Coaching and Performance Management—How Can Organizations Get the Greatest Value?
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The Role of On-the-Job and Informal Development in Performance Management
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Managing Team Performance in Complex Settings—Research-Based Best Practices
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CEO Performance Management
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Performance Management in Multi-National Companies
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Managing Contextual Performance
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Using Performance Management as a Learning Tool
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Diagnosing, Understanding, and Dealing with Counterproductive Work Behavior
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Forced Rankings—Pros, Cons, and Practices
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Technology and Performance Management—What Role Does Technology Play in Performance Management?
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Authentic Performance—The Valuation of Behavior as a Negotiated Business Outcome
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Assessing Performance Management Programs and Policies
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Performance Management of the Future
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Best Practices in Performance Management
