Measuring and Managing Employee Performance
A practical manual to maximise organisational performance through people
Published on 2. March 2000
Book
Paperback/Softback
196 pages
978-0-273-64998-4 (ISBN)
Description
"Do you deserve a better performance from your employees? ...Why should they want to perform better? If your answer is 'well, if they want to stay in a job ...' go to the back of the class." "Bad measurement takes place all the time but it happens so imperceptibly, unconsciously, yet insidiously, that we do not know that it is happening and what damage it is causing." "added value is the raison d'etre of organisational life. If everyone in the organisation is not contributing to value then what are they doing?" This briefing will show you how to get the best out of your company's employees. It covers the business imperative behind the effective measurement of employee performance. It examines performance measurement from a strategic perspective and provides practical advice on how to implement a performance measurement system. To help you apply the techniques to your own situation, the briefing includes detailed exercises and forms for you to work through.Contents:*Re-visiting performance measurement *We measure everything but we're not very good at it *But I don't want to be measured *The performance measurement proposition *Performance and added value are not the same *Motivation and performance - what's the connection *Rewarding performance *Key people - critical performance *How structure and process affect performance *Knowledge management, human and intellectual capital *A strategic perspective on performance measurement *HRM and performance measurement and management
More details
Series
Language
English
Place of publication
Harlow
United Kingdom
Publishing group
Pearson Education Limited
Target group
Professional and scholarly
Dimensions
Height: 298 mm
Width: 210 mm
Thickness: 17 mm
Weight
742 gr
ISBN-13
978-0-273-64998-4 (9780273649984)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Person
Paul Kearns is Senior Partner at the Personnel Works Partnership and is widely recognised as a leading authority in the field of employee performance measurement. His ground-breaking methodology is extensively used in many major blue-chip companies and public sector organisations. He is a thought-provoking conference speaker on the subjects of HR strategy measurement and evaluation and is a visiting MBA lecturer at Cranfield University. His work and reputation have also been recognised by the highly prestigious Judge Institute of Management at Cambridge, where he was invited to present an original paper at their 1998 International Conference on "Performance Measurement - Theory Practice" Many of the practical tools which he has developed are economically and lucidly explained in two previous titles in this series Measuring HR and the Impact on the Bottom Line (1995) and with Tony Miller Measuring the Impact of Training and Development on the Bottom Line (1996). As an outspoken critic of modern management fads and fashions Paul prefers pragmatic solutions to complex business problems. He firmly believes that all business issues can be addressed in a simple, "down-to-earth" way, but he has found this common-sense approach to be so rare that he now refers to it as "leading-edge common sense"!
Content
Preface PART 1 THE GROUNDWORK - THE PRINCIPLES OF EMPLOYEE PERFORMANCE MEASUREMENT Why the need for yet another book on performance measurement *Not all management books are the same *Are the latest management texts saying anything new? *Do the people who buy management books read them? Understanding, measurement and learning *Do you understand? *Kearns' seven levels of understanding *You know you have learned something useful when you get a result *Do the latest management ideas get results? *The perennial subject of measurement *The PDCA cycle is a cycle of performance and learning We measure everything but we're not very good at it *We measure everything but we're not very good at it *The principles of employee performance measurement *A definition of employee performance measurement *Data, performance information and other terminology Revisiting performance measurement *Why performance measurement needs to change *How performance measurement needs to change *The balanced business scorecard in practice PART 2 HOW TO DO IT - THE TRICKS OF THE TRADE But I don't want to be measured *The psychological contract *Resistance to measurement *The positive side of measurement Management information systems and people performance *Management information systems *Where are we now? *Measurement tips - using measurement intelligently The performance measurement proposition *The performance measurement curve *Managing underperformance *Acceptable performers *Superior performers *Starting to produce the performance distribution curve *Different curves for different aspects of performance *Equal opportunities for maximum added value *Six key elements to maximise individual performance and added value *Installing an employee performance measurement and management system Performance and added value are not the same *What is added value? *Double-Glazing 'R' Us Motivation and performance - what's the connection? *Does high morale lead to high productivity? Rewarding performance *Paying for performance *Establishing base pay levels *Performance related pay (PRP) *Fat cats and market rates Performance appraisal and assessment *Basic or minimum standard activity *Critical activity and risk *Added value activities *ROI *Non-added value activity *Performance measures hidden in the business plan *When and how often should performance be assessed? Key people - critical performance *Spotting key people *Developing key people *Succession planning *Retaining key people PART 3 THE STRATEGIC PERSPECTIVE - DEVELOPING AN EMPLOYEE PERFORMANCE CULTURE A strategic perspective on performance measurement *Hurdles towards high performance How structure and process affect performance *Structural change *Process change *Simultaneous structure and process change *Matrix organisations *The office equipment company *Five phases of performance improvement through process redesign Connecting performance, knowledge management, and human and intellectual capital *If that is the answer - what was the question again? *Putting people on the balance sheet *There is 'performance' and then there is performance *Performance and innovation *Knowledge management and performance The role of human resource management in performance measurement and management *HR strategy and performance *Why traditional appraisal schemes don't work *The advent of performance management systems *Why the personnel function needs to change *The HR function as performance management function *The need for a specialist performance measurement and *management unit *Training in performance measurement Appendix: Employee performance measurement and management tools Tool 1: Where are you in employee performance measurement - a primer Tool 2: Producing an employee performance distribution curve Tool 3: Using the distribution curve to improve performance Tool 4: Establishing what factors contribute to improved individual performance Tool 5: Does motivation influence performance? Tool 6: Creating a closed loop feedback system Tool 7: How to set performance objectives Tool 8: Personal added value and performance review (PAVPR) Tool 9: Which of your activities add the most value? Tool 10: Spot the performance and added value measures Tool 11: Performance trend chart Tool 12: Redesigning the organisation to improve performance Tool 13: Checking levels of understanding References