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

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About the Author

Herman Aguinis, PhD, is the Avram Tucker Distinguished Scholar and Professor of Management at The George Washington University School of Business in Washington, DC. He has been elected for the five-year presidency track of the Academy of Management, the world’s oldest, largest, and most prestigious professional organization for management professors.

His research, teaching, and consulting activities focus on the acquisition and deployment of talent in organizations. He has written 9 books, about 160 articles in peer-reviewed journals, and delivered more than 400 presentations in all seven continents except for Antarctica.

Dr. Aguinis’s research has placed him as one of the most influential and prolific contemporary management professors. A November 2018 study ranked him among the 96 most influential business and economics researchers in the world. He has received many awards, including the Losey Award by the Society for Human Resource Management Foundation for lifetime achievement in human resource research, Academy of Management Research Methods Division Distinguished Career Award for lifetime contributions, and Academy of Management Practice Theme Committee Scholar Practice Impact Award recognizing outstanding impact on policy making and managerial and organizational practices.

Dr. Aguinis has consulted with organizations in the U.S., Europe, and Latin America, including Accenture, the City of San Francisco Police Department, Kronos, Sears Holdings Corp., TCI-AT&T, ...