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This text addresses the topic of performance management, a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization. Performance management systems are described as key tools to transform people's talent and motivation into a strategic organizational advantage, Topics include the design and implementation of individual and team performance management systems, performance management and organization- and unit-level goals and strategies, performance management and employee development, performance management and coaching and feedback, performance and rewards, the measurement of performance, and legal issues, Performance management is discussed as an integral part of all organizational units and not the domain of the HR function only, Numerous examples of how performance management systems are implemented in publicly-traded, private, government, domestic, and global organizations, including organizations outside of the United States, Over 30 integrative cases addressing the design and implementation of various aspects of performance management systems in a diverse set of organizations and industries, Scholarly and practitioner-oriented bibliographic sources from a broad set of disciplines including auditing, cognitive psychology, communication, education, human performance, human resources management, industrial and organizational psychology, information systems, international business, management, marketing, organizational behavior, public administration, social psychology, sociology, and strategy. Book jacket.
Dr. Herman Aguinis (http://www.cudenver.edu/~haguinis) is the Mehalchin Term Professor of Management in the Business School at the University of Colorado at Denver and Health Sciences Center. He has been a visiting scholar at universities in the People’s Republic of China (Beijing and Hong Kong), Malaysia, Singapore, Australia, Argentina, France, South Africa, and Spain. His teaching, research, and consulting activities are in the areas of human resources management, organizational behavior, and research methodology. Dr. Aguinis wrote Applied Psychology in Human Resource Management (with Wayne F. Cascio, 6th ed., 2005, Prentice Hall) and Regression Analysis for Categorical Moderators (2004), and edited Test-Score Banding in Human Resource Selection (2004). In addition, he has written over 50 refereed journal articles in Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Personnel Psychology, Organizational Behavior and Human Decision Processes, and elsewhere. Dr. Aguinis is a Fellow of the American Psychological Association, the Society for Industrial and Organizational Psychology, and the Association for Psychological Science. He served as Division Chair for the Research Methods Division of the Academy of Management and editor-in-chief for the journal Organizational Research Methods. He has delivered more than 150 presentations at professional conferences and consulted with organizations in the United States, Europe, and South America.
Table of Contents
About the Author
Strategic and General Considerations
Performance Management and Reward Systems in Context
Definition of Performance Management (PM)
The Performance Management Contribution
Disadvantages/Dangers of Poorly Implemented PM Systems
Definition of Reward Systems
Cost-of-Living Adjustments and Contingent Pay
Aims and Role of PM Systems
Organizational Maintenance Purpose
Characteristics of an Ideal PM System
Integration with Other Human Resources and Development Activities
Reality Check: Ideal Versus Actual Performance Management System
Performance Management at Network Solutions, Inc.
Performance Management Process
Performance Renewal and Recontracting
Job Analysis Exercise
Disrupted Links in the Performance Management Process at "Omega, Inc."
Performance Management at the University of Ghana
Performance Management and Strategic Planning
Definition and Purposes of Strategic Planning
Process of Linking Performance Management to the Strategic Plan
Developing Strategic Plans at the Unit Level
Individual and Team Performance
Evaluating Vision and Mission Statements at Harley-Davidson
Dilbert's Mission Statement Generator
Linking Individual with Unit and Organizational Priorities
Defining Performance and Choosing a Measurement Approach
Determinants of Performance
Implications for Addressing Performance Problems
Factors Influencing Determinants of Performance
Approaches to Measuring Performance
Diagnosing the Causes of Poor Performance
Differentiating Task from Contextual Performance
Choosing a Performance Measurement Approach at Paychex, Inc.
Measuring Results and Behaviors
Determining Performance Standards
Accountabilities, Objectives, and Standards
Evaluating Objectives and Standards
Measuring Competencies at the Department of Transportation
Creating BARS-Based Graphic Rating Scales for Evaluating Business Student Performance in Team Projects
Gathering Performance Information
Characteristics of Appraisal Forms
Determining Overall Rating
Appraisal Period and Number of Meetings
Who Should Provide Performance Information?
Disagreement Across Sources: Is This a Problem?
A Model of Rater Motivation
Preventing Rating Distortion Through Rater Training Programs
Evaluating the Appraisal Form Used by a Grocery Retailer
Judgmental and Mechanical Methods of Assigning Overall Performance Score at The Daily Planet
Minimizing Intentional and Unintentional Rating Errors
Implementing a Performance Management System
Preparation: Communication, Appeals Process, Training Programs, and Pilot Testing
Training Programs for the Acquisition of Required Skills
Rater Error Training
Frame of Reference Training
Behavioral Observation Training
Ongoing Monitoring and Evaluation
Implementing a Performance Management Communication Plan at Accounting, Inc.
Implementing an Appeals Process at Accounting, Inc.
Evaluation of Performance Management System at Accounting, Inc.
Performance Management and Employee Development
Personal Developmental Plans
Developmental Plan Objectives
Content of Developmental Plan
Direct Supervisor's Role
360-Degree Feedback Systems
Advantages of 360-Degree Feedback Systems
Risks of Implementing 360-Degree Feedback Systems
Characteristics of a Good System
Developmental Plan Form at Old Dominion University
Evaluation of a 360-Degree Feedback System Demo
Implementation of 360-Degree Feedback System at Ridge Intellectual
Performance Management Skills
Observation and Documentation of Developmental Behavior and Outcomes
Performance Review Meetings
Was Robert Eaton a Good Coach?
What Is Your Coaching Style?
Reward Systems, Legal Issues, and Team Performance Management
Reward Systems and Legal Issues
Traditional and Contingent Pay Plans
Reasons for Introducing Contingent Pay Plans
Possible Problems Associated with Contingent Pay Plans
Selecting a Contingent Pay Plan
Putting Pay in Context
Performance Management and the Law
Some Legal Principles Affecting Performance Management
Laws Affecting Performance Management
Making the Case for a CP Plan at Architects, Inc.
Selecting a CP Plan at Dow AgroSciences
Possible Illegal Discrimination at Tractors, Inc.
Managing Team Performance
Definition and Importance of Teams
Types of Teams and Implications for Performance Management
Purposes and Challenges of Team Performance Management
Including Team Performance in the Performance Management System
Performance Renewal and Recontracting
Rewarding Team Performance
Not All Teams Are Created Equal
Team Performance Management at Duke University Health Systems
Team-Based Rewards for the State of Georgia
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