Performance management /
Herman Aguinis.
- Third edition
- Boston : Pearson, 2013.
- xiv, 322 pages : illustrations ; 23 cm.
Includes index.
Part I: Strategic and general considerations -- Chapter 1: 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 -- Aims and role of PM systems -- Characteristics of an ideal PM system -- Integration with other human resources and development activities -- Performance management around the world -- Chapter 2: Performance management process -- Prerequisites -- Performance planning -- Performance execution -- Performance assessment -- Performance review -- Performance renewal and recontracting -- Chapter 3: Performance management and strategic planning -- Definition and purposes of strategic planning -- Process of linking performance management to the strategic plan -- Building support -- Part II: System implementation -- Chapter 4: Defining performance and choosing a measurement approach -- Defining performance -- Determinants of performance -- Performance dimensions -- Approaches to measuring performance -- Chapter 5: Measuring results and behaviors -- Measuring results - Measuring behaviors -- Chapter 6: Gathering performance information -- Appraisal forms -- Characteristics of appraisal forms -- Determining overall rating -- Appraisal period and number of meetings -- Who should provide performance information? -- A model of rater motivation -- Preventing rating distortion through rater training -- Chapter 7: Implementing a performance management system -- Preparation: communication, appeals process, training programs, and pilot testing -- Communication plan -- Appeals process -- Training programs for the acquisition of required skills -- Pilot testing -- Ongoing monitoring and evaluation -- Online implementation -- Part III: Employee development -- Chapter 8: Performance management and employee development -- Personal developmental plans -- Direct supervisor's role -- 360-degree feedback systems -- Chapter 9: Performance management skills -- Coaching -- Coaching styles -- Coaching process -- Performance review meetings -- Part IV: Reward systems, legal issues, and team performance management -- Chapter 10: 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 -- Pay structures -- Performance management and the law -- Some legal principles affecting performance management -- Laws affecting performance management -- Chapter 11: 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 -- Rewarding team performance
Discover where the real success in business can be found. What makes some businesses more successful than others? The answer: people. Organizations with motivated, talented employees that offer outstanding customer service are more likely to pull ahead of the competition. Performance Management is the first text to emphasize this key competitive advantage, showing readers that success in today's globalized business world can be found, not in technology and products, but in an organization's people. The third edition includes updated and current information, and features over forty new cases.