Performance Management,9780131866157

Performance Management

by
Edition: 2nd
ISBN13: 9780131866157
ISBN10: 013186615X
Format: Hardcover
Pub. Date: 2009-01-01
Publisher(s): Pearson College Div
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Summary

For performance appraisal courses Aguinis focuses on research-based findings and up-to-date applications that increase employee performance.

Table of Contents

Acknowledgments xv
Introduction xvii
About the Author xix
PART I: STRATEGIC AND GENERAL CONSIDERATIONS
1(74)
Performance Management and Reward Systems in Context
1(27)
Definition of Performance Management (PM)
2(2)
The Performance Management Contribution
4(3)
Disadvantages/Dangers of Poorly Implemented PM Systems
7(2)
Definition of Reward Systems
9(4)
Base Pay
9(1)
Cost-of-Living Adjustments and Contingent Pay
10(1)
Short-Term Incentives
10(1)
Long-Term Incentives
10(1)
Income Protection
11(1)
Work/Life Focus
11(1)
Allowances
11(1)
Relational Returns
12(1)
Aims and Role of PM Systems
13(3)
Strategic Purpose
13(1)
Administrative Purpose
13(1)
Informational Purpose
13(1)
Developmental Purpose
13(1)
Organizational and Maintenance Purpose
14(1)
Documentational Purpose
14(2)
Characteristics of an Ideal PM System
16(3)
Integration with Other Human Resources and Development Activities
19(9)
Case Study 1.1 Reality Check: Ideal versus Actual Performance Management System
22(2)
Case Study 1.2 Performance Management at Network Solutions, Inc.
24(4)
Performance Management Process
28(20)
Prerequisites
29(6)
Performance Planning
35(2)
Results
36(1)
Behaviors
36(1)
Development Plan
36(1)
Performance Execution
37(2)
Performance Assessment
39(1)
Performance Review
39(2)
Performance Renewal and Recontracting
41(7)
Case Study 2.1 Job Analysis Exercise
44(1)
Case Study 2.2 Disrupted Links in the Performance Management Process at ``Omega, Inc.''
44(1)
Case Study 2.3 Performance Management at the University of Ghana
45(3)
Performance Management and Strategic Planning
48(27)
Definition and Purposes of Strategic Planning
49(1)
Process of Linking Performance Management to the Strategic Plan
50(17)
Strategic Planning
52(10)
Developing Strategic Plans at the Unit Level
62(2)
Job Descriptions
64(1)
Individual and Team Performance
65(2)
Building Support
67(8)
Case Study 3.1 Evaluating Vision and Mission Statements at Harley-Davidson
71(1)
Case Study 3.2 Dilbert's Mission Statement Generator
72(1)
Case Study 3.3 Linking Individual with Unit and Organizational Priorities
72(3)
PART II: SYSTEM IMPLEMENTATION
75(96)
Defining Performance and Choosing a Measurement Approach
75(15)
Defining Performance
76(1)
Determinants of Performance
77(1)
Implications for Addressing Performance Problems
78(1)
Factors Influencing Determinants of Performance
78(1)
Performance Dimensions
78(3)
Approaches to Measuring Performance
81(9)
Trait Approach
81(1)
Behavior Approach
82(1)
Results Approach
83(4)
Case Study 4.1 Diagnosing the Causes of Poor Performance
87(1)
Case Study 4.2 Differentiating Task from Contextual Performance
87(1)
Case Study 4.3 Choosing a Performance Measurement Approach at Paychex, Inc.
88(2)
Measuring Results and Behaviors
90(23)
Measuring Results
91(5)
Determining Accountabilities
91(2)
Determining Objectives
93(1)
Determining Performance Standards
94(2)
Measuring Behaviors
96(17)
Comparative Systems
98(2)
Absolute Systems
100(8)
Case Study 5.1 Accountabilities, Objectives, and Standards
108(1)
Case Study 5.2 Evaluating Objectives and Standards
109(1)
Case Study 5.3 Measuring Competencies at the Department of Transportation
110(1)
Case Study 5.4 Creating BARS-Based Graphic Rating Scales for Evaluating Business Student Performance in Team Projects
111(2)
Gathering Performance Information
113(34)
Appraisal Forms
114(6)
Characteristics of Appraisal Forms
120(3)
Determining Overall Rating
123(3)
Appraisal Period and Number of Meetings
126(3)
Who Should Provide Performance Information?
129(4)
Supervisors
129(1)
Peers
129(1)
Subordinates
130(1)
Self
131(1)
Customers
131(1)
Disagreement Across Sources: Is This a Problem?
132(1)
A Model of Rater Motivation
133(3)
Preventing Rating Distortion Through Rater Training Programs
136(11)
Case Study 6.1 Evaluating the Appraisal Form Used by a Grocery Retailer
140(2)
Case Study 6.2 Judgmental and Mechanical Methods of Assigning Overall Performance Score at The Daily Planet
142(2)
Case Study 6.3 Minimizing Intentional and Unintentional Rating Errors
144(3)
Implementing a Performance Management System
147(24)
Preparation: Communication, Appeals Process, Training Programs, and Pilot Testing
148(1)
Communication Plan
149(4)
Appeals Process
153(2)
Training Programs for the Acquisition of Required Skills
155(7)
Rater Error Training
156(3)
Frame of Reference Training
159(1)
Behavioral Observation Training
160(1)
Self-Leadership Training
161(1)
Pilot Testing
162(1)
Ongoing Monitoring and Evaluation
163(8)
Case Study 7.1 Implementing a Performance Management Communication Plan at Accounting, Inc.
163(5)
Case Study 7.2 Implementing an Appeals Process at Accounting, Inc.
168(1)
Case Study 7.3 Evaluation of Performance Management System at Accounting, Inc.
169(2)
PART III: EMPLOYEE DEVELOPMENT
171(56)
Performance Management and Employee Development
171(25)
Personal Developmental Plans
172(6)
Developmental Plan Objectives
172(2)
Content of Developmental Plan
174(1)
Developmental Activities
175(3)
Direct Supervisor's Role
178(1)
360-Degree Feedback Systems
179(17)
Advantages of 360-Degree Feedback Systems
187(1)
Risks of Implementing 360-Degree Feedback Systems
188(1)
Characteristics of a Good System
189(4)
Case Study 8.1 Developmental Plan Form at Old Dominion University
193(1)
Case Study 8.2 Evaluation of a 360-Degree Feedback System Demo
194(1)
Case Study 8.3 Implementation of 360-Degree Feedback System at Ridge Intellectual
194(2)
Performance Management Skills
196(31)
Coaching
197(4)
Coaching Styles
201(1)
Coaching Process
201(11)
Observation and Documentation of Developmental Behavior and Outcomes
203(2)
Giving Feedback
205(7)
Performance Review Meetings
212(15)
Case Study 9.1 Was Robert Eaton a Good Coach?
220(1)
Case Study 9.2 What Is Your Coaching Style?
221(2)
Case Study 9.3 Preventing Defensiveness
223(4)
PART IV: REWARD SYSTEMS, LEGAL ISSUES, AND TEAM PERFORMANCE MANAGEMENT
227(48)
Reward Systems and Legal Issues
227(29)
Traditional and Contingent Pay Plans
228(1)
Reasons for Introducing Contingent Pay Plans
229(2)
Possible Problems Associated with Contingent Pay Plans
231(2)
Selecting a Contingent Pay Plan
233(2)
Putting Pay in Context
235(4)
Pay Structures
239(3)
Job Evaluation
239(2)
Broad Banding
241(1)
Performance Management and the Law
242(1)
Some Legal Principles Affecting Performance Management
242(3)
Laws Affecting Performance Management
245(11)
Case Study 10.1 Making the Case for a CP Plan at Architects, Inc.
251(1)
Case Study 10.2 Selecting a CP Plan at Dow AgroSciences
251(1)
Case Study 10.3 Possible Illegal Discrimination at Tractors, Inc.
252(4)
Managing Team Performance
256(19)
Definition and Importance of Teams
257(1)
Types of Teams and Implications for Performance Management
258(2)
Purposes and Challenges of Team Performance Management
260(1)
Including Team Performance in the Performance Management System
261(4)
Prerequisites
261(2)
Performance Planning
263(1)
Performance Execution
263(1)
Performance Assessment
263(2)
Performance Review
265(1)
Performance Renewal and Recontracting
265(1)
Rewarding Team Performance
265(10)
Case Study 11.1 Not All Teams Are Created Equal
268(1)
Case Study 11.2 Team Performance Management at Duke University Health Systems
269(2)
Case Study 11.3 Team-Based Rewards for the State of Georgia
271(4)
Name Index 275(2)
Subject Index 277(5)
Author Index 282

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