Rent 9781405177610 | Performance Management : A New Approach for Driving Business Results

Summary Table of Contents Author Biography

Performance Management presents an end-to-end practical model of effective performance management that shows how to develop and implement performance management systems that drive results. It goes beyond prescribing typical best practices - instead focusing on what it really takes to implement performance management effectively. This includes the circumstances and types of jobs where commonly used performance management approaches will not work well. The overall model is based on setting clear performance expectations and objectives, identifyin... MORE

Series Editor's Preface	p. ix
Preface	p. xi
A Primer on Performance Management	p. 1
The Truth about Performance Management	p. 3
What Makes Performance Management So Hard?	p. 4
The Goal of This Book	p. 6
How Did We Arrive at Today's Best Practices?	p. 9
How to Design and Implement a Successful Performance Management Process	p. 17
Gett... MOREing Started	p. 19
What Is the Purpose of the System?	p. 20
What Type of Rating Will Be Made?	p. 23
Will Managers Provide Narratives to Support Ratings?	p. 25
Will Information Come from Multiple Rating Sources or Only the Manager?	p. 26
Will Processes Be Included for Managers to Calibrate Their Ratings?	p. 26
What Performance to Measure?	p. 27
Ensure Support for the New System	p. 30
Provide Guidance Representing their Constituency	p. 32
Share Information	p. 33
Serve as a Conduit for Convincing Others about the Merits of the New System	p. 33
Pilot Test the System Components	p. 33
Realistically Assess the Organization's Appetite for Performance Management	p. 34
Plan the Communication Strategy	p. 35
A Model Performance Management Process	p. 37
Step 1 Leaders Set Organization, Division, and Department Goals	p. 40
Step 2 Managers and Employees Set Objectives and Discuss Behavioral Expectations	p. 43
Step 3 Managers and Employees Hold Ongoing Performance Discussions	p. 44
Step 4 Employees Provide Input on Own Perceptions of Performance	p. 53
Step 5 Knowledgeable Rating Sources Provide Input on Employee Performance	p. 58
Step 6 Managers Rate Performance	p. 62
Common Rating Errors Managers Make When Evaluating Performance	p. 66
Addressing Rating Leniency	p. 67
Narratives to Support Ratings	p. 73
Step 7 Managers and Employees Hold Formal Review Sessions	p. 75
Step 8 HR Decisions are Made - Pay, Promotion, Termination	p. 83
Practical Training Exercises	p. 86
Performance Management System Implementation	p. 103
Automation of Performance Management Processes	p. 104
Functionality Provided by Automated Systems	p. 105
Buy versus Build Decision	p. 108
Potential Consequences of Automation	p. 109
Implement an Appeals Process	p. 111
Pilot Test	p. 111
Train Employees and Managers	p. 112
Evaluate and Continually Improve the System	p. 116
Assess Quality Using a Formal Performance Management Review	p. 116
Assess Alignment with Related HR Decisions	p. 116
Evaluate User Reactions	p. 117
Practical Exercise	p. 120
How to Develop Solid Performance Measures	p. 121
Legal Requirements	p. 123
Adverse Impact	p. 128
Validity	p. 130
Developing Objectives and Measuring Results	p. 133
Linking Individual Objectives to Higher-Level Goals	p. 133
Identifying Individual Objectives	p. 135
Ensuring Expected Results of Objectives are Measurable	p. 137
Overcoming Challenges in Using Individual Objectives for Performance Management	p. 141
Setting Objectives Collaboratively with Staff	p. 145
The Bottom Line	p. 147
Practical Exercises	p. 148
Developing Behavioral Performance Standards	p. 153
How Many Competencies?	p. 155
How Customized Should Performance Standards Be?	p. 157
How Much Customization for Different Jobs?	p. 157
How Many Effectiveness Levels?	p. 159
How Many Job Levels?	p. 162
An Efficient Approach to Developing Competencies and Performance Standards	p. 168
Step 1 Develop Competencies Defined by Important Work Behaviors	p. 168
Step 2 Validate Competency Model	p. 170
Step 3 Develop and Confirm Appropriateness of Performance Standards	p. 176
Weighting Competencies	p. 180
The Bottom Line	p. 181
Conclusion	p. 183
Notes	p. 185
Author Index	p. 191
Subject Index	p. 193
Table of Contents provided by Ingram. All Rights Reserved.

Elaine D.Pulakos, Ph.D.Chief Operating Officer of Personnel Decisions Research Institutes, is a Past President of the Society for Industrial and Organizational Psychology, a Fellow of APA and SIOP, and a recognized contributor to the field of industrial and organizational psychology in the areas of staffing and performance management, having published numerous articles, chapters, and books on these topics.

Series Editor

Steven G. Rogelberg, Ph.D., is�Professor and Director of Organizational Science, at the University of North Carolina Charlotte.� His research has been profiled on Public Television, Radio (e.g., NPR,�CBS), Newspapers (e.g., Chicago Tribune; LA Times, Wall Street Journal) and Magazines (e.g., National Geographic).

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