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Performance Management presents an end-to-end practical model of effective performance management that shows how to develop and implement performance management systems that yield bottom line results. Practical step by step guidance and examples Realities associated with implementing best practices and avoiding common pitfalls Jobs and circumstances where common practices will and will not work well Proven approaches from leading organizations Insights for everyone involved in performance management through senior leadership
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.
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., ChicagoTribune; LA Times, Wall Street Journal) and Magazines (e.g., National Geographic).
Table of Contents
Series Editor's Preface
A Primer on Performance Management
The Truth about Performance Management
What Makes Performance Management So Hard?
The Goal of This Book
How Did We Arrive at Today's Best Practices?
How to Design and Implement a Successful Performance Management Process
What Is the Purpose of the System?
What Type of Rating Will Be Made?
Will Managers Provide Narratives to Support Ratings?
Will Information Come from Multiple Rating Sources or Only the Manager?
Will Processes Be Included for Managers to Calibrate Their Ratings?
What Performance to Measure?
Ensure Support for the New System
Provide Guidance Representing their Constituency
Serve as a Conduit for Convincing Others about the Merits of the New System
Pilot Test the System Components
Realistically Assess the Organization's Appetite for Performance Management
Plan the Communication Strategy
A Model Performance Management Process
Step 1 Leaders Set Organization, Division, and Department Goals
Step 2 Managers and Employees Set Objectives and Discuss Behavioral Expectations
Step 3 Managers and Employees Hold Ongoing Performance Discussions
Step 4 Employees Provide Input on Own Perceptions of Performance
Step 5 Knowledgeable Rating Sources Provide Input on Employee Performance
Step 6 Managers Rate Performance
Common Rating Errors Managers Make When Evaluating Performance
Addressing Rating Leniency
Narratives to Support Ratings
Step 7 Managers and Employees Hold Formal Review Sessions
Step 8 HR Decisions are Made - Pay, Promotion, Termination
Practical Training Exercises
Performance Management System Implementation
Automation of Performance Management Processes
Functionality Provided by Automated Systems
Buy versus Build Decision
Potential Consequences of Automation
Implement an Appeals Process
Train Employees and Managers
Evaluate and Continually Improve the System
Assess Quality Using a Formal Performance Management Review
Assess Alignment with Related HR Decisions
Evaluate User Reactions
How to Develop Solid Performance Measures
Developing Objectives and Measuring Results
Linking Individual Objectives to Higher-Level Goals
Identifying Individual Objectives
Ensuring Expected Results of Objectives are Measurable
Overcoming Challenges in Using Individual Objectives for Performance Management
Setting Objectives Collaboratively with Staff
The Bottom Line
Developing Behavioral Performance Standards
How Many Competencies?
How Customized Should Performance Standards Be?
How Much Customization for Different Jobs?
How Many Effectiveness Levels?
How Many Job Levels?
An Efficient Approach to Developing Competencies and Performance Standards
Step 1 Develop Competencies Defined by Important Work Behaviors
Step 2 Validate Competency Model
Step 3 Develop and Confirm Appropriateness of Performance Standards
The Bottom Line
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