Performance Management
Published on 23. February 2006
Book
Paperback/Softback
300 pages
978-0-13-186615-7 (ISBN)
Description
For performance appraisal courses
Aguinis focuses on research-based findings and up-to-date applications that increase employee performance.
Aguinis focuses on research-based findings and up-to-date applications that increase employee performance.
More details
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
Dimensions
Height: 235 mm
Width: 179 mm
Thickness: 11 mm
Weight
438 gr
ISBN-13
978-0-13-186615-7 (9780131866157)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions
Book
06/2008
2nd Edition
Pearson
€84.48
Article exhausted; check for reprint
Content
Contents
Acknowledgements
Introduction
Part I: Strategic and General Considerations
Chapter 1 Performance Management and Reward Systems in Context
1.1 Definition of Performance Management (PM)
1.2 The Performance Management Contribution
1.3 Disadvantages/Danger of Poorly-implemented PM Systems
1.4 Definition of Reward Systems
1.5 Aims and Role of PM and Reward Systems
1.6 Characteristics of an Ideal PM System
1.7 Integration with Other Human Resources and Development Activities
Chapter 2 Performance Management Process
2.1 Prerequisites
2.2 Performance Planning
2.3 Performance Execution
2.4 Performance Assessment
2.5 Performance Review
2.6 Performance Renewal and Re-contracting
Chapter 3 Performance Management and Strategic Planning
3.1 Definition and Purposes of Strategic Planning
3.2 Process of Linking Performance Management to the Strategic Plan
3.3 Building Support
Part II: System Implementation
Chapter 4 Defining Performance and Choosing a Measurement Approach
4.1 Defining Performance 4.2 Determinants of Performance
4.3 Performance Dimensions
4.4 Approaches to Measuring Performance
Chapter 5 Measuring Performance
5.1 Measuring Results
5.2 Measuring Behaviors
Chapter 6 Gathering Performance Information
6.1 Appraisal Forms
6.2 Characteristics of Appraisal Forms
6.3 Determining Overall Rating
6.4 Appraisal Period and Number of Meetings
6.5 Who Should Provide Performance Information?
6.6 A Model of Rater Motivation
6.7 Preventing Rating Distortion through Rater Training Programs
Chapter 7 Implementing a Performance Management System
7.1 Preparation: Communication, Appeals Process, Training Programs, and Pilot Testing
7.2 Communication Plan
7.3 Appeals Process
7.4 Training Programs for the Acquisition of Required Skills
7.5 Pilot Testing
7.6 Ongoing Monitoring and Evaluation
Part III: Employee Development
Chapter 8 Performance Management and Employee Development
8.1 Personal Development Plans
8.2 Direct Supervisor's Role
8.3 360-degree Feedback Systems
Chapter 9 Performance Management Skills
9.1 Coaching
9.2 Coaching Styles
9.3 Coaching Process
9.4 Performance Review Meetings
Part IV: Reward Systems, Legal Issues, and Team Performance Management
Chapter 10 Reward Systems and Legal Issues
10.1 Traditional and Contingent Pay (CP) Plans
10.2 Reasons for Introducing CP
10.3 Possible Problems Associated with CP
10.4 Selecting a CP Plan
10.5 Putting Pay in Context
10.6 Pay Structures
10.7 Performance Management and the Law
10.8 Some Legal Principles Affecting PM
10.9 Laws Affecting PM
Chapter 11 Managing Team Performance
11.1 Definition and Importance of Teams
11.2 Types of Teams and Implications for Performance Management
11.3 Purposes and Challenges of Team Performance Management
11.4 Including Team Performance in the Performance Management System
11.5 Rewarding Team Performance
Author Index
Subject Index
Acknowledgements
Introduction
Part I: Strategic and General Considerations
Chapter 1 Performance Management and Reward Systems in Context
1.1 Definition of Performance Management (PM)
1.2 The Performance Management Contribution
1.3 Disadvantages/Danger of Poorly-implemented PM Systems
1.4 Definition of Reward Systems
1.5 Aims and Role of PM and Reward Systems
1.6 Characteristics of an Ideal PM System
1.7 Integration with Other Human Resources and Development Activities
Chapter 2 Performance Management Process
2.1 Prerequisites
2.2 Performance Planning
2.3 Performance Execution
2.4 Performance Assessment
2.5 Performance Review
2.6 Performance Renewal and Re-contracting
Chapter 3 Performance Management and Strategic Planning
3.1 Definition and Purposes of Strategic Planning
3.2 Process of Linking Performance Management to the Strategic Plan
3.3 Building Support
Part II: System Implementation
Chapter 4 Defining Performance and Choosing a Measurement Approach
4.1 Defining Performance 4.2 Determinants of Performance
4.3 Performance Dimensions
4.4 Approaches to Measuring Performance
Chapter 5 Measuring Performance
5.1 Measuring Results
5.2 Measuring Behaviors
Chapter 6 Gathering Performance Information
6.1 Appraisal Forms
6.2 Characteristics of Appraisal Forms
6.3 Determining Overall Rating
6.4 Appraisal Period and Number of Meetings
6.5 Who Should Provide Performance Information?
6.6 A Model of Rater Motivation
6.7 Preventing Rating Distortion through Rater Training Programs
Chapter 7 Implementing a Performance Management System
7.1 Preparation: Communication, Appeals Process, Training Programs, and Pilot Testing
7.2 Communication Plan
7.3 Appeals Process
7.4 Training Programs for the Acquisition of Required Skills
7.5 Pilot Testing
7.6 Ongoing Monitoring and Evaluation
Part III: Employee Development
Chapter 8 Performance Management and Employee Development
8.1 Personal Development Plans
8.2 Direct Supervisor's Role
8.3 360-degree Feedback Systems
Chapter 9 Performance Management Skills
9.1 Coaching
9.2 Coaching Styles
9.3 Coaching Process
9.4 Performance Review Meetings
Part IV: Reward Systems, Legal Issues, and Team Performance Management
Chapter 10 Reward Systems and Legal Issues
10.1 Traditional and Contingent Pay (CP) Plans
10.2 Reasons for Introducing CP
10.3 Possible Problems Associated with CP
10.4 Selecting a CP Plan
10.5 Putting Pay in Context
10.6 Pay Structures
10.7 Performance Management and the Law
10.8 Some Legal Principles Affecting PM
10.9 Laws Affecting PM
Chapter 11 Managing Team Performance
11.1 Definition and Importance of Teams
11.2 Types of Teams and Implications for Performance Management
11.3 Purposes and Challenges of Team Performance Management
11.4 Including Team Performance in the Performance Management System
11.5 Rewarding Team Performance
Author Index
Subject Index