| Description |
xi, 400 pages ; 25 cm |
| Contents |
Contents note continued: 15.Performance management and talent management -- The process of talent management -- Identifying talent -- Developing talent -- References -- 16.Performance management and learning -- Helping people to learn through performance management -- Learning opportunities -- Personal development planning -- Reference -- 17.Performance management and reward -- Performance management and non-financial rewards -- Performance management and pay -- References -- 18.International performance management -- Performance management in the subsidiaries of multinationals -- Performance management for expatriates -- References -- pt. FOUR Performance management in action -- 19.The impact of performance management -- How performance management is expected to improve performance -- Establishing the impact -- Evidence from research -- Conclusions -- References -- 20.The state of performance management -- e-reward 2014 -- CIPD 2009 -- Lawler, Benson and McDermott 2012 -- |
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Contents note continued: Developing skills -- References -- 25.Learning about performance management -- Incidence of training -- Formal learning -- Example of a performance management learning programme -- Less formal learning -- Reference -- 26.Evaluating performance management -- Criteria -- Performance management audit -- Methodology -- A typical approach -- Improving the performance of performance management -- an eight point plan -- References |
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Contents note continued: The Work Foundation 2005 -- WorldatWork 2010 -- References -- 21.Performance management models -- pt. FIVE The development and management of performance management -- 22.Developing performance management -- The development framework -- Stages of development of performance management -- Contextual factors -- Approach to developing performance management -- Developing performance management -- preliminary steps -- Development programme -- References -- 23.Managing performance management -- Who should be covered by performance management? -- How should performance management be managed? -- What approach should be adopted? -- Performance management documentation -- Web-based performance management -- The role of HR -- References -- 24.The performance management role of line managers -- The role of line managers -- Issues with the performance management role of line managers -- Addressing the issues -- Gaining the commitment of line managers -- |
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Contents note continued: The fundamental problems -- Individual factors -- System design -- System operation -- Dealing with performance management issues -- Evidence-based performance management -- References -- pt. TWO Performance management processes and skills -- 5.Setting goals -- The conceptual background -- Criteria for an effective performance goal -- How to set performance goals -- Strategic alignment -- Critical success factors -- References -- 6.Providing feedback -- Feedback defined -- The nature of feedback -- Use of feedback -- How effective is feedback? -- What makes feedback effective? -- Guidelines on providing feedback -- Handling difficult conversations -- References -- 7.360-degree feedback -- 360-degree feedback defined -- Use of 360-degree feedback -- 360-degree feedback -- methodology -- 360-degree feedback and appraisal -- Effectiveness of 360-degree feedback -- Introducing 360-degree feedback -- References -- 8.Conducting performance reviews -- |
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Contents note continued: The process of reviewing performance -- Informal reviews -- Formal reviews -- References -- 9.Assessing performance -- Approaches to performance assessment -- Assessment in practice -- Analysing performance -- Ranking -- Narrative assessment of overall performance -- Analytical performance management assessments -- The rating process -- Overall performance rating scales -- Analytical rating -- Graphic rating scales -- Conclusions on analytical rating -- Visual methods of assessment -- Conclusion -- References -- 10.Coaching -- The process of coaching -- Approach to coaching -- Techniques of coaching -- Coaching skills -- Developing a coaching culture -- References -- 11.Managing underperformers -- The problem of underperformance -- Dealing with underperformers -- General approaches to managing underperformance -- Specific approaches to managing underperformance -- The five basic steps -- Use of a capability procedure -- References -- |
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Contents note continued: pt. THREE Applications of performance management -- 12.Managing organizational performance -- The process of managing organizational performance -- The strategic approach to managing organizational performance -- Business performance management systems -- Organizational capability -- Performance management and human capital management -- Developing a high-performance culture -- Measuring performance -- References -- 13.Managing team performance -- Teams and performance -- Team competencies -- Performance measures for teams -- Team performance management processes -- Reviewing the performance of individual team members -- References -- 14.Performance management and employee engagement -- What is employee engagement? -- Why is engagement important? -- What are the enablers of engagement? -- What part is played by performance management? -- How can an organization ensure that performance management plays its part? -- References -- |
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Machine generated contents note: pt. ONE Performance management fundamentals -- 1.The essence of performance management -- Performance management defined -- Aims of performance management -- Overall principles of performance management -- Performance management systems -- The reality of performance management -- Requirements for success -- Examples of approaches to performance management -- References -- 2.The evolution of performance management -- The beginnings and thereafter -- Merit rating -- Performance appraisal -- Management by objectives -- Developments in assessment techniques -- Results-based performance appraisal -- Enter performance management -- Performance management: the next phase -- References -- 3.The conceptual framework -- The meaning of performance -- Factors influencing performance -- Underpinning theories -- Performance management and the psychological contract -- Performance management values -- References -- 4.Issues in performance management -- |
| Summary |
Managing staff performance is an effective mechanism for developing both staff and organizational growth. By clarifying an organization's objectives, translating these into clear individual goals and reviewing these goals regularly, performance management provides a well-structured and effective management tool |
| Bibliography |
Includes bibliographical references and indexes |
| Audience |
Tertiary/Undergraduate, Postgraduate |
| Subject |
Employees -- Rating of.
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Performance standards.
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Performance.
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| LC no. |
2014027013 |
| ISBN |
9780749470296 |
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