This document provides a table of contents for a book on performance management. The book is divided into four parts covering strategic and general considerations of performance management, implementing a performance management system, employee development, and reward systems, legal issues, and team performance management. Each part contains multiple chapters that provide more detailed information on various aspects of designing, developing, and implementing an effective performance management system within an organization.
This document provides a table of contents for a book on performance management. The book is divided into four parts covering strategic and general considerations of performance management, implementing a performance management system, employee development, and reward systems, legal issues, and team performance management. Each part contains multiple chapters that provide more detailed information on various aspects of designing, developing, and implementing an effective performance management system within an organization.
This document provides a table of contents for a book on performance management. The book is divided into four parts covering strategic and general considerations of performance management, implementing a performance management system, employee development, and reward systems, legal issues, and team performance management. Each part contains multiple chapters that provide more detailed information on various aspects of designing, developing, and implementing an effective performance management system within an organization.
This document provides a table of contents for a book on performance management. The book is divided into four parts covering strategic and general considerations of performance management, implementing a performance management system, employee development, and reward systems, legal issues, and team performance management. Each part contains multiple chapters that provide more detailed information on various aspects of designing, developing, and implementing an effective performance management system within an organization.
Hermann Agninmins The Busines School University of Colorado Denver
(PI
Pearson Education
International
BRIEF
PART I:
Chapter 1 Chapter 2 Chapter 3 PART II:
Chapter 4 Chapter 5 Chapter 6 Chapter 7 PART III:
Chapter 8 Chapter 9 PART IV:
CONTENTS
STRATEGIC AND GENERAL CONSIDERATIONS
Performance Management and Reward Systems in Context
Performance Management Process 30 Performance Management and Strategic Planning 50 SYSTEM IMPLEMENTATION
77
Defining Performance and Choosing a Measurement
Approach 77 Measuring Results and Behaviors 94 Gathering Performance Information 118 Implementing a Performance Management System 153 EMPLOYEE DEVELOPMENT
179
Performances Management and Employee Development
Performance Management Skills 206
179
REWARD SYSTEMS, LEGAL ISSUES, AND TEAM
PERFORMANCE MANAGEMENT
Chapter 10 Reward Systems and Legal Issues 239
Chapter 11 Managing Team Performance 268
239
CONTENTS
Preface
xi
Acknowledgments
xvi
About the Author
xvi
PART I:
STRATEGIC AND GENERAL CONSIDERATIONS
CHAPTER 1 Performance Management and Reward Systems in Context
1.1 Definition of Performance Management (PM) 2 1.2 The Performance Management Contribution 4 1.3 Disadvantages/Dangers of Poorly Implemented PM Systems 7 1.4 Definition of Reward Systems 9 1.4.1 Base Pay 10 1.4.2 Cost-of-Living Adjustments and Contingent Pay 1.4.3 Short-Term Incentives 10 1.4.4 Long-Term Incentives 10 1.4.5 Income Protection 11 1.4.6 Work/Life Focus 12 1.4.7 Allowances 12 1.4.8 Relational Returns 12 1.5 Aims and Role of PM Systems 13 7.5.7 Strategic Purpose 14 1.5.2 Administrative Purpose 15 1.5.3 Informational Purpose 15 1.5.4 Developmental Purpose 15 1.5.5 Organizational Maintenance Purpose 1.5.6 Documentational Purpose 16
>-
10
15
1.6 Characteristics of an Ideal PM System
17 1.7 Integration with Other Human Resources and Development Activities 21 Case Study 1-1 Reality Check: Ideal Versus Actual Performance Management System 24 Case Study 1-2 Performance Management at Network Solutions, Inc. CHAPTER 2 Performance Management Process ( 2.1 Prerequisites 31 2.2 Performance Planning 38
30
26
2.2.7 Results 38 2.2.2 Behaviors 39 2.2.3 Development Plan
Contents vio
39
2.3 Performance Execution
40 2.4 Performance Assessment 41 2.5 Performance Review 42 2.6 Performance Renewal and Recontracting 44 Case Study 2-1 Job Analysis Exercise 47 Case Study 2-2 Disrupted Links in the Performance Management Process at "Omega, Inc." 47 Case Study 2-3 Performance Management at the University of Ghana CHAPTER 3 Performance Management and Strategic Planning 3.1 Definition and Purposes of Strategic Planning 51 3.2 Process of Linking Performance Management to the Strategic Plan 52 3.2.1 Strategic Planning 54 3.2.2 Developing Strategic Plans at the Unit Level 3.2.3 Job Descriptions 66 3.2.4 Individual and Team Performance 67
48
50
65
3.3 Building Support
69 Case Study 3-1 Evaluating Vision and Mission Statements at Harley-Davidson 73 Case Study 3-2 filbert's Mission Statement Generator 74 Case Study 3-3 Linking Individual with Unit and Organizational " *v v Priorities 74 PART II:
SYSTEM IMPLEMENTATION
77
CHAPTER 4 Defining Performance and Choosing a Measurement
100 5.2.7 Comparative Systems 103 5.2.2 Absolute Systems 106
Case Study 5-1 Accountabilities, Objectives, and Standards 113
Case Study 5-2 Evaluating Objectives and Standards 114 Case Study 5-3 Measuring Competencies at the Department of Transportation 114 Case Study 5-4 Creating BARS-Based Graphic Rating Scales for Evaluating Business Student Performance in Team Projects 115 CHAPTER 6 Gathering Performance Information 118 6.1 Appraisal Forms 119 6.2 Characteristics of Appraisal Forms 125 6.3 Determining Overall Rating 128 6.4 Appraisal Period and Number of Meetings 131 6.5 Who Should Provide Performance Information? 134 6.5.7 Supervisors 134 6.5*2 Peers 135 6.5>3h Subordinates 136 6.5.4 "Self 136 6.5.5 Customers 137 6.5.6 Disagreement Across Sources: Is This a Problem?
137
6.6 A Model of Rater Motivation 138
6.7 Preventing Rating Distortion Through Rater Training Programs 141 Case Study 6-1 Evaluating the Appraisal Form Used by a Grocery Retailer 145 Case Study 6-2 Judgmental and Mechanical Methods of Assigning Overall Performance Score at The Daily Planet 147 Case Study 6-3 Minimizing Intentional and Unintentional Rating Errors 149 CHAPTER 7 Implementing a Performance Management System 7.1 Preparation: Communication, Appeals Process, Training Programs, and Pilot Testing 154 7.2 Communication Plan 155
153
Contents ox
7.3 Appeals Process
159 7.4 Training Programs for the Acquisition of Required Skills
161
7.4.1 Rater Error Training 162
7.4.2 Frame of Reference Training 165 7.4.3 Behavioral Observation Training 166 7.4.4 Self-Leadership Training 167
7.5 Pilot Testing 168
7.6 Ongoing Monitoring and Evaluation 170 Case Study 7-1 Implementing a Performance Management Communication Plan at Accounting, Inc. 175 Case Study 7-2 Implementing an Appeals Process at Accounting, Inc. Case Study 7-3 Evaluation of Performance Management System at Accounting, Inc. 176 PART III:
EMPLOYEE DEVELOPMENT
175
179
CHAPTER 8 Performance Management and Employee Development
8.1 Personal Developmental Plans 180
179
8.1.1 Developmental Plan Objectives 180
8.1.2 Content of Developmental Plan 183 8.1.3 Developmental Activities 184 8.2 Direct Supervisor's Role 186 8.3 360-Degree Feedback Systems 188 8.3.1 Advantages of 360-Degree Feedback Systems 196 8.3.2 Risks of Implementing 360-Degree Feedback Systems 8.3.3 Characteristics of a Good System 198
198
Case Study^-l Developmental Plan Form at Old Dominion
University 203 Case Study 8-2 Evaluation of a 360-Degree Feedback System Demo 203 Case Study 8-3 Implementation of 360-Degree Feedback System at Ridge Intellectual 204 CHAPTER 9 Performance Management Skills 206 9.1 Coaching 207 9.2 Coaching Styles 212 9.3 Coaching Process 213 9.3.1 Observation and Documentation of Developmental Behavior and Outcomes 215 9.3.2 Giving Feedback 218 9.4 Performance Review Meetings 226 Case Study 9-1 Was Robert Eaton a Good Coach? 233 / Case Study 9-2 What Is Your Coaching Style? 234 s Case Study 9-3 Preventing Defensiveness 236
Contents PART IV:
REWARD SYSTEMS, LEGAL ISSUES, AND TEAM
PERFORMANCE MANAGEMENT
CHAPTER 10 Reward Systems and Legal Issues
239
239
10.1 Traditional and Contingent Pay Plans
240 10.2 Reasons for Introducing Contingent Pay Plans
241
10.3 Possible Problems Associated with Contingent Pay Plans
10.4 Selecting a Contingent Pay Plan 245 10.5 Putting Pay in Context 248
243
10.6 Pay Structures
252 70.6.7 Job Evaluation 252 10.6.2 Broad Banding 255 10.7 Performance Management and the Law
255
10.8 Some Legal Principles Affecting Performance Management
256 10.9 Laws Affecting Performance Management 259 Case Study 10-1 Making the Case for a CP Plan at Architects, Inc. 264 Case Study 10-2 Selecting a CP Plan at Dow AgroSciences 264 Case Study 10-3 Possible Illegal Discrimination at Tractors, Inc. 265
CHAPTER 11 Managing Team Performance
268
11.1 Definition and Importance of Teams
268
11.2 Types of Teams and Implications for Performance
Management 270 11.3 Purposes and Challenges of Team Performance Management
272
11.4 Including Team Performance in the Performance Management
System 272 1114.1 Prerequisites 273 11.4.2 Performance Planning 275 11.4.3 Performance Execution 276 11.4.4 Performance Assessment 276 11.4.5 Performance Review 278 11.4.6 Performance Renewal and Recontracting 279 11.5 Rewarding Team Performance 280 Case Study 11-1 Not All Teams Are Created Equal 282 Case Study 11-2 Team Performance Management at Duke University Health Systems 283 Case Study 11-3 Team-Based Rewards for the State of Georgia Name Index
