//img.uscri.be/pth/a5445f56c0fa6f3a3f9e93b5d34bbfe2ce10c6b0
Cette publication ne fait pas partie de la bibliothèque YouScribe
Elle est disponible uniquement à l'achat (la librairie de YouScribe)
Achetez pour : 91,15 € Lire un extrait

Téléchargement

Format(s) : PDF

avec DRM

Performance Management

De
216 pages
Performance Management presents an end-to-end practical model of effective performance management that shows how to develop and implement performance management systems that yield bottom line results.
  • Practical step by step guidance and examples
  • Realities associated with implementing best practices and avoiding common pitfalls
  • Jobs and circumstances where common practices will and will not work well
  • Proven approaches from leading organizations
  • Insights for everyone involved in performance management through senior leadership
Voir plus Voir moins
Contents
Series Editor’s PrefacePreface
Part I
A Primer on Performance Management
Chapter 1 The Truth about Performance Management What Makes Performance Management So Hard? The Goal of This Book
Chapter 2 How Did We Arrive at Today’s Best Practices?
Part II How to Design and Implement a Successful Performance Management Process
Chapter 3 Getting Started What Is the Purpose of the System? What Type of Rating Will Be Made? Will Managers Provide Narratives to Support Ratings? Will Information Come from Multiple Rating Sources or Only the Manager? Will Processes Be Included for Managers to Calibrate Their Ratings?
ix xi
1
3 4 6
9
17
19 20 23 25
26
26
v
vi Contents
What Performance to Measure? Ensure Support for the New System Provide Guidance Representing their Constituency Share Information Serve as a Conduit for Convincing Others about the Merits of the New System Pilot Test the System Components Realistically Assess the Organization’s Appetite for Performance Management Plan the Communication Strategy
Chapter 4 A Model Performance Management Process Step 1. Leaders Set Organization, Division, and Department Goals Step 2. Managers and Employees Set Objectives and Discuss Behavioral Expectations Step 3. Managers and Employees Hold Ongoing Performance Discussions Step 4. Employees Provide Input on Own Perceptions of Performance Step 5. Knowledgeable Rating Sources Provide Input on Employee Performance Step 6. Managers Rate Performance Common Rating Errors Managers Make When Evaluating Performance Addressing Rating Leniency Narratives to Support Ratings Step 7. Managers and Employees Hold Formal Review Sessions Step 8. HR Decisions are Made – Pay, Promotion, Termination Practical Training Exercises
Chapter 5 Performance Management System Implementation
Automation of Performance Management Processes Functionality Provided by Automated Systems Buy versus Build Decision
27 30 32 33
33 33
34 35
37
40
43
44
53
58 62
66 67 73
75
83 86
103 104 105 108
Potential Consequences of Automation Implement an Appeals Process Pilot Test Train Employees and Managers Evaluate and Continually Improve the System Assess Quality Using a Formal Performance Management Review Assess Alignment with Related HR Decisions Evaluate User Reactions Practical Exercise
Contentsvii
Part III How to Develop Solid Performance Measures
Chapter 6 Legal Requirements Adverse Impact Validity
Chapter 7 Developing Objectives and Measuring Results Linking Individual Objectives to HigherLevel Goals Identifying Individual Objectives Ensuring Expected Results of Objectives are Measurable Overcoming Challenges in Using Individual Objectives for Performance Management Setting Objectives Collaboratively with Staff The Bottom Line Practical Exercises
Chapter 8 Standards
Developing Behavioral Performance
How Many Competencies? How Customized Should Performance Standards Be? How Much Customization for Different Jobs? How Many Effectiveness Levels? How Many Job Levels? An Efficient Approach to Developing Competencies and Performance Standards
109 111 111 112 116
116 116 117 120
121
123 128 130
133 133 135 137
141 145 147 148
153 155 157 157 159 162
168
viii Contents
Step 1: Develop Competencies Defined by Important Work Behaviors Step 2: Validate Competency Model Step 3: Develop and Confirm Appropriateness of Performance Standards Weighting Competencies The Bottom Line
Chapter 9
Conclusion
NotesAuthor IndexSubject Index
168 170
176 180 181
183
185 191 193