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Index
Cover
Table of Contents
Introduction
About This Book
Foolish Assumptions
Part 1: Getting Started with Performance Management
Chapter 1: Introducing Performance Management
Why Do You Need Performance Management? To Succeed (of Course)
Making Performance Management Work in Your Business
Designing and Implementing a Performance Management System
Chapter 2: Making the Case for Performance Management
Using Performance Management to Achieve Multiple Purposes
Answering the “What’s in It for Me” Question
What an Ideal Performance Management System Looks Like
Taking Care of Talent Management Functions
Chapter 3: Designing and Implementing Effective Performance Management
Ensuring Performance Management Delivers Strategic Value
Developing Performance Management Leadership Skills
Defining and Measuring Performance
Developing Employee Performance
Assessing Performance Management Effectiveness
Chapter 4: Anticipating and Minimizing Negative Consequences
Anticipating Damage Caused by Flawed Performance Management
Learning from Flawed Performance Ratings
Why Performance Ratings Are Here to Stay
Setting Up an Appeals Process
Setting Up a Communication Plan and Dealing with Resistance to Change
Part 2: Designing an Effective Performance Management System
Chapter 5: Delivering Strategic Business Results
Linking Performance Management with Strategic Business Objectives
Conducting an External and Internal Analysis of Strengths, Weaknesses, Opportunities, and Threats
Creating and Understanding Your Organization’s Mission and Vision
Setting Up Objectives and Strategies Based on Your Mission and Vision
Linking Your Organization’s and Unit’s Strategic Plans with Job Descriptions
Chapter 6: Becoming a Performance Management Leader
Becoming an Effective Coach
Observing and Documenting Performance
Giving Feedback Effectively
Chapter 7: Defining Performance
Performance Is All about Behaviors and Results
Causes for Excellent and Poor Performance
Focusing on Four Different Performance Dimensions
When to Define Performance as Behaviors or Results and Why
Chapter 8: Measuring Performance as Results
Measuring Performance as Results
Choosing a Measurement System Congruent with Context
Chapter 9: Measuring Performance as Behaviors
Measuring Competencies
Measuring Behaviors Using Comparative Systems
Considering Advantages and Disadvantages of Comparative Systems
Measuring Behaviors Using Absolute Systems
Chapter 10: Using Performance Management Analytics
The Jury Is Out: All Firms Collect Performance Data
Including Critical Components in Effective Performance Appraisal Forms
Including Critical Characteristics to Make Evaluation Forms Effective
Computing Overall Performance Score
Using Multiple Performance Touchpoints
Chapter 11: Minimizing Rating Distortion
Dealing with Disagreements across Performance Touchpoints
Minimizing Intentional Rating Distortion
Minimizing Unintentional Rating Distortion
Part 3: Implementing Performance Management Effectively
Chapter 12: Creating and Implementing Personal Development Plans
Creating Personal Development Plans
Facilitating Employee Development
Using Multisource Feedback Systems in Implementing Development Plans
Chapter 13: Conducting Effective Review, Disciplinary, and Termination Meetings
Conducting Effective Review Meetings
Making the Tough Calls: Disciplinary Process and Organizational Exit
Chapter 14: Implementing Team Performance Management
Not All Teams Are Created Equal
Designing a State-of-the Science System
Implementing a State-of-the-Science System
Chapter 15: Evaluating Your System
Pilot Testing the Performance Management System
Ongoing Monitoring and Evaluation of the Performance Management System
Part 4: Connecting Performance Management with Rewards and the Law
Chapter 16: Offering Financial and Nonfinancial Rewards
Not All Rewards Are Created Equal
Different Types of Financial Rewards
Different Types of Nonfinancial Rewards
Linking Performance Management with Different Types of Rewards
Chapter 17: Setting Up an Effective Pay System
Setting Up Traditional and Contingent Pay Plans
Implementing Contingent Pay Plans
Selecting a Contingent Pay Plan
Chapter 18: Staying on the Right Side of the Law
Implementing the Golden Rule
Six Legal Principles Affecting Performance Management
Laws Affecting Performance Management
Part 5: The Part of Tens
Chapter 19: Ten Reasons for Implementing Effective Performance Management
Six Useful Purposes
Self-Insights, Development, Motivation, and Self-Esteem
Better Understanding of Job Requirement
More Employee Engagement and Voice Behavior
Improved Commitment and Decreased Turnover
Early Detection of Performance Declines and Less Employee Misconduct
Differentiation between Good and Poor Performers
Common Understanding of What Is Good Performance
More Fair and Legally Defensible Administrative Decisions
Easier Organizational Change
Chapter 20: Ten Key Factors for Delivering Outstanding Results
Congruence with Strategy and Context
Thoroughness and Inclusiveness
Meaningfulness
Practicality
Reliability, Validity, and Specificity
Identification of Effective and Ineffective Performance
Standardization and Thoroughness
Openness
Correctability
Acceptability, Fairness, and Ethicality
Chapter 21: Ten Tips for Becoming a Great Performance Management Leader
Become an Effective Coach
Develop a Good Coaching Relationship and Facilitate Employee Growth
Understand Your Own Coaching Style
Make the Employee the Director of Change
Learn How to Evaluate Performance Accurately
Document Performance Accurately
Give Feedback Effectively
Conduct Effective Performance Review Meetings
Be Fair and Direct in the Disciplinary Process
Be Fair and Direct in the Termination Process
Index
About the Author
Connect with Dummies
End User License Agreement
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