- 358 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
About this book
This book attempts to shift focus from performance appraisals to performance management incorporating performance planning, analysis, and development as critical components of it. The performance management system (PMS) is a future-driven exercise rather than merely a past-reviewing exercise. Performance management is treated as a year-round practice and not an appraisal process conducted once a quarter or annually. Moreover, it is now considered to be everyone's responsibility and not merely that of HR or the upper management.
This book advocates the structuring of PMSs and their implementation. It incorporates the most modern 360-degree feedback systems and shows the ways and means of integrating it into PMS. Arguments are offered to use rating-less appraisals and/or a combination of appraisals with 360-degree feedback. It defines performance management to mean continuous improvements in performance of individuals, their teams, departments, and corporations. It also outlines that planning, analysis, review, coaching, and capability building are essential building blocks for good performance management.
Concise, lucid, and engaging, this volume would be useful to the students, researchers, and faculty of human resource management, organizational behaviour and applied psychology. It would also be an invaluable guidebook for practicing business executives and HR professionals to help them implement the performance management system for effective talent management leading to increased productivity.
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Information
Table of contents
- Cover
- Half-Title
- Title
- Copyright
- Dedication
- Contents
- List of Illustrations
- Foreword
- Preface to the First Edition
- Preface to the Second Edition
- Preface to this Edition
- Acknowledgments
- 1 Performance Management: An Overview
- 2 Defining and Planning Performance
- 3 Defining and Building Competencies
- 4 Performance Analysis for Individual and Organizational Development
- 5 Reducing Biases in Ratings and Managing Forced Distribution
- 6 Performance Conversations and Performance Review Discussions
- 7 Using Performance Management System Data for HR Decisions and Performance Improvements
- 8 Best Practices in Performance Management
- 9 Managing Motivation through Rewards and Recognition: Best Practices
- 10 Lessons from Experience: A New Look at Performance Management Systems
- 11 360-Degree Feedback as a Performance Management Tool
- 12 Performance Management through Assessment and Development Centers
- 13 Technology and PMS
- 14 Toward the Future of Performance Management
- Bibliography
- Index