About this product

Product Identifiers

PublisherKogan Page, The Limited

ISBN-100749444770

ISBN-139780749444778

eBay Product ID (ePID)57050608

Product Key Features

Number of Pages240 Pages

LanguageEnglish

Publication NameManaging and Measuring Employee Performance

Publication Year2006

SubjectHuman Resources & Personnel Management

TypeTextbook

Subject AreaBusiness & Economics

AuthorElizabeth Houldsworth, Dilum Jirasinghe

FormatPerfect

Dimensions

Item Height1 in

Item Weight15.7 Oz

Item Length9.1 in

Item Width6.1 in

Additional Product Features

Intended AudienceCollege Audience

LCCN2006-016470

Dewey Edition22

Reviews"Both theoretical and practical...Well suited to both the student and the practitioner...If you want to bone up on the latest thinking on performance management, you need look no further." Benefits and Compensation International, "Both theoretical and practical...Well suited to both the student and the practitioner...If you want to bone up on the latest thinking on performance management, you need look no further." Benefits and Compensation International "The authors discuss the secrets of performance management at the worlds most admired companies and use international case studies to illustrate new and future trends." Reference and Research Book News "A refreshing and comprehensive review of performance management. A must for those new in HR looking for some direction and inspiration, as well as for the more established HR practitioner... a timely reminder with some golden nuggets of new ideas." Mark Doughty, HR Director, Global Organization Development, Motorola "Authoritative research and theory - with thorough understanding of practical implications for maximizing the value of the time focused on measuring and managing performance - a great combination!" Julia Warren, HR Director UK, Corporate Centre and Global Service Groups, Reuters "Managing and Measuring Employee Performance manages to bridge the gap between theory and practice. Although written with the HR practitioner in mind, the authors have ensured that there is something for everyone, including some very useful case studies. This could be a one-stop-shop for anyone involved in end-to-end performance management." Diana Breeze, Director of Organizational Development, Sainsbury's

IllustratedYes

Dewey Decimal658.3/125

Table Of ContentIntroduction Part I: Understanding performance management 1. Introduction: the evolution of performance management The evolution of performance management 2. Theoretical perspectives on managing performance What is organizational performance? The HRM context of performance management Other influences on the evolution of performance management 3. Performance development versus performance measurement The business benefit perspective on HR practice The performance development/measurement framework Codification of experience -- testing the framework Part II: Evidence from fieldwork and redrawing the performance management map 4. Line manager survey Design and sample for line manager survey Line manager responses to the survey Conclusions from the line manager survey 5. Deepening our understanding through mini case-studies of practice Three contextual themes Five dominant themes around performance management Summary 6. Redrawing the performance management map Redefining performance management realities The antecedents for current performance management realities 7. The secrets of the world's most admired companies - how they implement performance management Key success factors Summary Part III: Managing and measuring performance: a guide to implementing a balanced approach 8. Understanding the foundations of integrated performance management The performance management cycle Designing integrated performance management Performance management building blocks 9. Organizational story: integrated performance management at Motorola Description of performance management at Motorola Linking talent management to performance management 10. Planning performance and measurement-based approaches Linking the strategy to what people do Measures and measurement-based approaches Trying to balance measurement and development approaches 11. Organizational story: measuring capability at BAT The leadership pipeline at BAT Measuring performance 12. Organizational story: measurement using a balanced scorecard at Lloyds TSB The introduction of the balanced scorecard at Lloyds TSB The performance management process at Lloyds TSB Managing performance versus measuring performance The speed of cultural change 13. Managing performance and development-based approaches How performance management links to development planning Understanding the manager's impact on organizational climate The impact of climate on performance The impact of leadership styles The management capability required to balance development and measurement approaches 14. Organizational story: a focus on development at Belron Climate and leadership styles measurement at Belron The Belron performance management process Development as a KPI (key performance indicator) 15. Organizational story: team-based performance management at the Irish Health Service What is team-based performance management? Key principles of the Irish Health Service scheme The team-based performance management process The key benefits achieved What has been missing? 16. Reviewing and rewarding performance The links be

SynopsisWhat teachers, police, City 'high flyers' along with the majority of the workforce have in common is that their performance is increasingly being managed, monitored and measured. This is for a number of reasons. Within the public sector, the 'Modernising Government' agenda has raised the emphasis on outcomes and measures of success. Within the private sector concern with 'shareholder value' has put pressure on organisations to predict and deliver business improvements. Managing and Measuring Performance examines how attitudes have changed and how performance management approaches have in turn evolved both in terms of sophistication and their degree of integration with people management practice. Looking at the principles and practice of performance management the authors describe the 'typical' performance management cycle, include results of their empirical work and surveys and include numerous case studies in this essential guide to contemporary performance management practice., As performance management becomes better integrated into businesses, attitudes and approaches to it are evolving. Through case studies and detailed practice examples from leading international organizations, this text addresses the increasing demand for managers in all sectors to manage and measure staff performance. Performance management includes measures on teamwork, long-term thinking, building human capital and customer loyalty. It values leaders who build human capital by motivating employees and developing and managing talent. The book identifies two means of performance management. Performance development promises a motivating workplace and employee career training. Performance measurement, holds employees accountable and measures their contribution. Both have strengths and drawbacks, but successful businesses balance the two to foster employee growth. Includes original research of managers and their attitudes to performance management procedures.", What teachers, police, City 'high flyers' along with the majority of the workforce have in common is that their performance is increasingly being managed, monitored and measured. This is for a number of reasons. Within the public sector, the 'Modernising Government' agenda has raised the emphasis on outcomes and measures of success. Within the private sector concern with 'shareholder value' has put pressure on organisations to predict and deliver business improvements. "Managing and Measuring Performance" examines how attitudes have changed and how performance management approaches have in turn evolved both in terms of sophistication and their degree of integration with people management practice. Looking at the principles and practice of performance management the authors describe the 'typical' performance management cycle, include results of their empirical work and surveys and include numerous case studies in this essential guide to contemporary performance management practice., As performance management becomes better integrated into businesses, attitudes and approaches to it are evolving. Through case studies and detailed practice examples from leading international organizations, this text addresses the increasing demand for managers in all sectors to manage and measure staff performance., Current thinking on performance management that presents different methods of measurement and evaluation through a range of case studies and evidence-based practice.

LC Classification NumberHF5549.5.P35