Performance Management For Dummies
Häftad, Engelska, 2019
349 kr
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Fri frakt för medlemmar vid köp för minst 249 kr.Implement best-in-class performance management systemsPerformance Management For Dummies is the definitive guide to infuse performance management with your organization's strategic goals and priorities. It provides the nuts and bolts of how to define and measure performance in terms of what employees do (i.e., behaviors) and the outcome of what they do (i.e., results) —both for individual employees as well as teams.Inside, you’ll find a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve and how, and ensure they're growing with the organization—and helping the organization succeed. Plus, it’ll show managers to C-Suites how to use performance management not just as an evaluation tool but, just as importantly, to help employees grow and improve on an ongoing basis so they are capable and motivated to support the organization’s strategic objectives. Understand if your performance management system is workingMake fixes where neededGet performance evaluation forms, interview protocols, and scripts for feedback meetingsGrasp why people make some businesses more successful than othersMake performance management a useful rather than painful management toolGet ready to define performance, measure it, help employees improve it, and align employee performance with the strategic goals and priorities of your organization.
Produktinformation
- Utgivningsdatum2019-07-02
- Mått188 x 231 x 23 mm
- Vikt499 g
- FormatHäftad
- SpråkEngelska
- Antal sidor368
- FörlagJohn Wiley & Sons Inc
- ISBN9781119557654
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Herman Aguinis, PhD, is the Avram Tucker Distinguished Scholar and Professor of Management at The George Washington University School of Business in Washington, DC. He's been ranked among the top 100 most prolific and influential business and economics researchers in the world.
- Introduction 1About This Book 2Foolish Assumptions 3Icons Used in This Book 3Beyond the Book 3Where to Go from Here 4Part 1: Getting Started with Performance Management 5Chapter 1: Introducing Performance Management 7Why Do You Need Performance Management? To Succeed (of Course) 8Why performance management is alive and well 8Imagining an organization without performance management 10Making Performance Management Work in Your Business 10Distinguishing performance management from performance appraisal 10Adapting performance management to today’s reality 11Adapting performance management for different generations 14Designing and Implementing a Performance Management System 14Step 1: Establishing prerequisites 15Step 2: Planning performance 20Step 3: Executing performance 22Step 4: Assessing performance 23Step 5: Reviewing performance 25Chapter 2: Making the Case for Performance Management 29Using Performance Management to Achieve Multiple Purposes 30Strategic objectives 30Administrative objectives 30Informational objectives 30Developmental objectives 31Organizational maintenance objectives 31Documentation objectives 33Answering the “What’s in It for Me” Question 33Convincing top management of performance management’s value 34Building support in the entire organization 34Realizing the awesome benefits of performance management 36What an Ideal Performance Management System Looks Like 39Contextual issues: Making everything fit 39Practical issues: Striving for effectiveness and fairness 41Technical issues: Sweating the details 42Taking Care of Talent Management Functions 45Training and development 45Workforce planning 46Compensation 46Chapter 3: Designing and Implementing Effective Performance Management 47Ensuring Performance Management Delivers Strategic Value 48Key ingredients of a strategic recipe 48Making performance management strategic 49Developing Performance Management Leadership Skills 50Becoming an effective coach 51Giving effective feedback 52Defining and Measuring Performance 54Measuring performance as behaviors 55Measuring performance as results 55Developing Employee Performance 56Creating development plans 56Implementing development plans 57Assessing Performance Management Effectiveness 57Using quantitative measures 58Using qualitative measures 58Chapter 4: Anticipating and Minimizing Negative Consequences 61Anticipating Damage Caused by Flawed Performance Management 63Damage caused to employees 63Damage caused to managers 63Damage caused to relationships 63Damage caused to the organization 64Learning from Flawed Performance Ratings 64Why Performance Ratings Are Here to Stay 65Setting Up an Appeals Process 66Dealing with judgmental and administrative issues 66Setting up a three-level appeals process 67Setting Up a Communication Plan and Dealing with Resistance to Change 70Questions that your communication plan should answer 70Dealing with cognitive biases 73Part 2: Designing an Effective Performance Management System 77Chapter 5: Delivering Strategic Business Results 79Linking Performance Management with Strategic Business Objectives 80Making sure the strategic plan does what it is supposed to do 80Making sure HR does what it is supposed to do 84Conducting an External and Internal Analysis of Strengths, Weaknesses, Opportunities, and Threats 86Analyzing the external environment 86Analyzing the internal environment 88Conducting a gap analysis 89Creating and Understanding Your Organization’s Mission and Vision 91Creating your mission 91Creating your vision 91Setting Up Objectives and Strategies Based on Your Mission and Vision 94Setting up objectives 95Setting up strategies 96Linking Your Organization’s and Unit’s Strategic Plans with Job Descriptions 96Linking the strategy of the organization and its units 97Linking the organization and units with job descriptions 98Chapter 6: Becoming a Performance Management Leader 101Becoming an Effective Coach 101Four guiding principles of effective coaches 102Seven behaviors of effective coaches 103Understanding your coaching style 105Observing and Documenting Performance 106Why documenting performance is so important 108Documenting performance accurately 109Giving Feedback Effectively 110Making sure feedback serves a purpose 110Avoiding the very high cost of NOT providing feedback 111Making sure feedback is beneficial 112An example of effective feedback 113Giving praise 115An example of effective praise 115Giving constructive feedback 116Giving feedback to Millennials, Post Millennials, and Baby Boomers 118Chapter 7: Defining Performance 121Performance is All about Behaviors and Results 121Defining performance as behaviors 122Defining performance as results 123Causes for Excellent and Poor Performance 123How individual differences affect performance 124How knowledge and skills affect performance 126How context affects performance 127Anticipating performance problems 129Focusing on Four Different Performance Dimensions 130Task and contextual performance 131Key differences between task and contextual performance 133Counterproductive performance 134Adaptive performance 136When to Define Performance as Behaviors or Results and Why 137When to define performance as behaviors 137When to define performance as results 138Chapter 8: Measuring Performance as Results 143Measuring Performance as Results 143Determining accountabilities and their importance 144Determining objectives 146Choosing a Measurement System Congruent with Context 149Considering the role of organizational culture 149Considering the role of industry trends 150Considering the role of leadership 150Chapter 9: Measuring Performance as Behaviors 151Measuring Competencies 151Measuring two types of competencies 152Describing competencies 154Measuring Behaviors Using Comparative Systems 155Rank order 155Alternation rank order 155Paired comparisons 156Relative percentile 156Forced distribution 156Considering Advantages and Disadvantages of Comparative Systems 158Anticipating problems caused by forced distributions 159Understanding the shape of the performance distribution and producing star performers 161Measuring Behaviors Using Absolute Systems 163Essays 163Behavior checklists 164Using a graphic rating scale system 169Chapter 10: Using Performance Management Analytics 173The Jury is Out: All Firms Collect Performance Data 174Why all organizations collect performance data 174Setting the evaluation period 176Including Critical Components in Effective Performance Appraisal Forms 177Saying goodbye to paper performance evaluation forms 177Nine critical components of effective evaluation forms 177Evaluating the components of a sample evaluation form 179Including Critical Characteristics to Make Evaluation Forms Effective 182Eight critical characteristics of effective evaluation forms 183Evaluating the characteristics of a sample evaluation form 184Computing Overall Performance Score 185Using judgmental and mechanical procedures to compute overall score 185Using Multiple Performance Touchpoints 189Using supervisors 189Using peers 190Using direct reports 191Using employees themselves 192Using customers 193Using electronic performance monitoring 193Chapter 11: Minimizing Rating Distortion 197Dealing with Disagreements across Performance Touchpoints 197Why disagreements across performance touchpoints is not always a problem 198Dealing with disagreements when giving feedback 198Minimizing Intentional Rating Distortion 199Understanding rater motivation 199Why raters inflate ratings 200Why raters deflate ratings 201Increasing accountability in performance ratings 202Minimizing Unintentional Rating Distortion 203Designing rater error training 203Designing frame of reference training 206Designing behavioral observation training 208Part 3: Implementing Performance Management Effectively 209Chapter 12: Creating and Implementing Personal Development Plans 211Creating Personal Development Plans 211Using development plans to answer four key career questions 212Using development plans to improve your short- and long-term career goals 212Using development plans for succession planning 214Setting your development plan objectives 214Setting the content of your development plan 216Setting the activities of a development plan 218Facilitating Employee Development 221Performing five functions in the development process 223Using the feedforward interview 223Motivating supervisors to facilitate employee development 225Using Multisource Feedback Systems in Implementing Development Plans 227Maximizing benefits of multisource feedback systems 228Minimizing risks of multisource feedback systems 229Deciding whether a multisource feedback systems will work in your organization 230Implementing a state-of-the-science multisource feedback system 231Chapter 13: Conducting Effective Review, Disciplinary, and Termination Meetings 233Conducting Effective Review Meetings 234Setting up review meetings 234Implementing an optimal sequence for review meetings 236Dealing with employee defensiveness 238Making the Tough Calls: Disciplinary Process and Organizational Exit 241Offering decision-making leave 241Avoiding five common pitfalls in the disciplinary process 243Dealing with terminations 244Chapter 14: Implementing Team Performance Management 247Not All Teams Are Created Equal 248Reasons why teams exist in all organizations 248Designing a State-of-the Science System 249Anticipating dangers of poorly designed systems 250Setting necessary conditions for an effective system 251Implementing a system for virtual teams 251Accountability as a key purpose of team performance management 254Implementing a State-of-the-Science System 255Step 1: Establishing prerequisites 257Step 2: Performance planning 259Step 3: Performance execution 260Step 4: Performance assessment 261Step 5: Performance review 263Connecting team performance management with team rewards 265Chapter 15: Evaluating Your System 269Pilot Testing the Performance Management System 269Reasons for doing a pilot test 270Selecting the pilot test group 270Ongoing Monitoring and Evaluation of the Performance Management System 271What to measure 272How to measure 273Part 4: Connecting Performance Management with Rewards and the Law 275Chapter 16: Offering Financial and Nonfinancial Rewards 277Not All Rewards are Created Equal 278Financial rewards 278Nonfinancial rewards 278Different Types of Financial Rewards 278Base pay 278Cost-of-living adjustments and contingent pay 279Short-term incentives 279Long-term incentives 280Income protection 281Allowances 281Different Types of Nonfinancial Rewards 282Relational 282Work-life focus 283Linking Performance Management with Different Types of Rewards 283Rewards with low dependency on performance management 284Rewards with high dependency on performance management 284Rewards with moderate dependency on performance management 285Chapter 17: Setting Up an Effective Pay System 287Setting Up Traditional and Contingent Pay Plans 287Traditional pay plans 288Contingent pay plans 289Implementing Contingent Pay Plans 289The benefits of CP plans 290Reasons why contingent pay plans fail 291Selecting a Contingent Pay Plan 294Traditional versus involvement cultures 295Strategic direction 296What pay can and cannot do about improving performance 297Turning recognition and other nonfinancial incentives into rewards 301Chapter 18: Staying on the Right Side of the Law 305Implementing the Golden Rule 306Implementing the golden rule around the world 306When the golden rule breaks down 306Six Legal Principles Affecting Performance Management 307Employment at will 307Negligence 308Defamation 309Misrepresentation 310Adverse impact/unintentional discrimination 311Illegal discrimination/disparate treatment 311Laws Affecting Performance Management 313Laws affecting performance management around the world 314Lawful performance management in global organizations 315Putting it all together: A legally defensible performance management system 315Part 5: The Part of Tens 317Chapter 19: Ten Reasons for Implementing Effective Performance Management 319Six Useful Purposes 319Self-Insights, Development, Motivation, and Self-Esteem 320Better Understanding of Job Requirement 320More Employee Engagement and Voice Behavior 321Improved Commitment and Decreased Turnover 321Early Detection of Performance Declines and Less Employee Misconduct 321Differentiation between Good and Poor Performers 322Common Understanding of What is Good Performance 322More Fair and Legally Defensible Administrative Decisions 322Easier Organizational Change 323Chapter 20: Ten Key Factors for Delivering Outstanding Results 325Congruence with Strategy and Context 325Thoroughness and Inclusiveness 326Meaningfulness 326Practicality 327Reliability, Validity, and Specificity 327Identification of Effective and Ineffective Performance 327Standardization and Thoroughness 328Openness 328Correctability 328Acceptability, Fairness, and Ethicality 329Chapter 21: Ten Tips for Becoming a Great Performance Management Leader 331Become an Effective Coach 331Develop a Good Coaching Relationship and Facilitate Employee Growth 332Understand Your Own Coaching Style 332Make the Employee the Director of Change 333Learn How to Evaluate Performance Accurately 333Document Performance Accurately 333Give Feedback Effectively 334Conduct Effective Performance Review Meetings 334Be Fair and Direct in the Disciplinary Process 335Be Fair and Direct in the Termination Process 335Index 337