book

Performance Management For Dummies

by Herman Aguinis

May 2019

Intermediate to advanced

360 pages

9h 41m

English

For Dummies

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About This BookFoolish Assumptions
Why Do You Need Performance Management? To Succeed (of Course)Making Performance Management Work in Your BusinessDesigning and Implementing a Performance Management System
Using Performance Management to Achieve Multiple PurposesAnswering the “What’s in It for Me” QuestionWhat an Ideal Performance Management System Looks LikeTaking Care of Talent Management Functions
Ensuring Performance Management Delivers Strategic ValueDeveloping Performance Management Leadership SkillsDefining and Measuring PerformanceDeveloping Employee PerformanceAssessing Performance Management Effectiveness
Anticipating Damage Caused by Flawed Performance ManagementLearning from Flawed Performance RatingsWhy Performance Ratings Are Here to StaySetting Up an Appeals ProcessSetting Up a Communication Plan and Dealing with Resistance to Change
Linking Performance Management with Strategic Business ObjectivesConducting an External and Internal Analysis of Strengths, Weaknesses, Opportunities, and ThreatsCreating and Understanding Your Organization’s Mission and VisionSetting Up Objectives and Strategies Based on Your Mission and VisionLinking Your Organization’s and Unit’s Strategic Plans with Job Descriptions
Becoming an Effective CoachObserving and Documenting PerformanceGiving Feedback Effectively

Performance Is All about Behaviors and ResultsCauses for Excellent and Poor PerformanceFocusing on Four Different Performance DimensionsWhen to Define Performance as Behaviors or Results and Why
Measuring Performance as ResultsChoosing a Measurement System Congruent with Context
Measuring CompetenciesMeasuring Behaviors Using Comparative SystemsConsidering Advantages and Disadvantages of Comparative SystemsMeasuring Behaviors Using Absolute Systems
The Jury Is Out: All Firms Collect Performance DataIncluding Critical Components in Effective Performance Appraisal FormsIncluding Critical Characteristics to Make Evaluation Forms EffectiveComputing Overall Performance ScoreUsing Multiple Performance Touchpoints
Dealing with Disagreements across Performance TouchpointsMinimizing Intentional Rating DistortionMinimizing Unintentional Rating Distortion
Creating Personal Development PlansFacilitating Employee DevelopmentUsing Multisource Feedback Systems in Implementing Development Plans
Conducting Effective Review MeetingsMaking the Tough Calls: Disciplinary Process and Organizational Exit
Not All Teams Are Created EqualDesigning a State-of-the Science SystemImplementing a State-of-the-Science System
Pilot Testing the Performance Management SystemOngoing Monitoring and Evaluation of the Performance Management System
Not All Rewards Are Created EqualDifferent Types of Financial RewardsDifferent Types of Nonfinancial RewardsLinking Performance Management with Different Types of Rewards
Setting Up Traditional and Contingent Pay PlansImplementing Contingent Pay PlansSelecting a Contingent Pay Plan
Implementing the Golden RuleSix Legal Principles Affecting Performance ManagementLaws Affecting Performance Management
Six Useful PurposesSelf-Insights, Development, Motivation, and Self-EsteemBetter Understanding of Job RequirementMore Employee Engagement and Voice BehaviorImproved Commitment and Decreased TurnoverEarly Detection of Performance Declines and Less Employee MisconductDifferentiation between Good and Poor PerformersCommon Understanding of What Is Good PerformanceMore Fair and Legally Defensible Administrative DecisionsEasier Organizational Change
Congruence with Strategy and ContextThoroughness and InclusivenessMeaningfulnessPracticalityReliability, Validity, and SpecificityIdentification of Effective and Ineffective PerformanceStandardization and ThoroughnessOpennessCorrectabilityAcceptability, Fairness, and Ethicality
Become an Effective CoachDevelop a Good Coaching Relationship and Facilitate Employee GrowthUnderstand Your Own Coaching StyleMake the Employee the Director of ChangeLearn How to Evaluate Performance AccuratelyDocument Performance AccuratelyGive Feedback EffectivelyConduct Effective Performance Review MeetingsBe Fair and Direct in the Disciplinary ProcessBe Fair and Direct in the Termination Process

Content preview from Performance Management For Dummies

Index

Numerics

360-degree feedback systems. See multisource feedback systems

A

AAH Pharmaceuticals, 232
absolute systems for measuring behaviors, 163–171
- behavior checklists, 164–167
- comparative versus, 155
- critical incidents approach, 167–168
- defined, 155
- essay system, 163
- graphic rating scales, 169–171
Accenture, 96, 283
acceptability, 41, 250, 329
accountability
- appraisal forms, 178
- contingent pay, 294
- preventing rating distortion, 202
- team performance management, 254–255
achievement motivation, 126
active monitoring, 196
activity constraints, 107
adaptive learning, 259
adaptive performance, 130, 136–137
Adidas, 32
administrative objectives of performance management, 30, 33, 320
Adobe, 160
adverse impact (unintentional discrimination), 311
Age Discrimination Act of 2004, 314
Age Discrimination in Employment Act of 1967, 313
agreeableness, 125
Allen, Samuel R., 80
Allgemeines Gleichbehandlungsgesetz: General Equal Opportunity Law, 314
AllianceHealth Deaconess Hospital, 19
allowances, 281–282, 284
alternation rank order procedure, 155
Americans with Disabilities Act of 1990, 313
amiable coaching style, 106, 332
analytics. See performance analytics
analyzing coaching style, 106, 332
appeals process, 66–70
- administrative issues, 66–67
- judgmental issues, 66–67
- three levels of, 67–70
appraisal forms, 177–196
- characteristics of, 182–184
  - adaptability, 183–184
  - communication, 183–184
  - comprehensiveness, 183–184
  - definitional clarity, 183
  - descriptiveness, 183
  - relevancy, 183