Performance Management: Putting Research into Action

Table of contents

1. The Professional Practice Series
2. Performance Management
3. Title Page
4. Copyright Page
5. The Professional Practice Series
6. Dedication
7. Foreword
8. Introduction
   1. Overview of Chapters
   2. Acknowledgments
9. The Authors
10. CHAPTER 1 - AN EXPANDED VIEW OF PERFORMANCE MANAGEMENT
    1. An Expanded View of Performance Management
    2. The Science-Practice Divide and Performance Management
    3. What Is Performance Management?
    4. Performance Management Process
    5. Performance Management Best Practices
    6. Conclusion
    7. References
11. CHAPTER 2 - ALIGNING PERFORMANCE MANAGEMENT WITH ORGANIZATIONAL STRATEGY, ...
    1. Alignment and Performance Management
    2. How Important Is Alignment?
    3. What Drives Alignment?
    4. Impact of Culture
    5. Outreach Airlines: From Strategy to Results
    6. Performance Management Systems: Why Do They Fail?
    7. Putting It All Together
    8. Conclusions
    9. References
    10. Notes
12. CHAPTER 3 - PRACTICAL APPLICATIONS OF GOAL-SETTING THEORY TO PERFORMANCE MANAGEMENT
    1. Goal Commitment
    2. Task Complexity
    3. Goal Framing
    4. Team Goals
    5. Feedback
    6. Conclusion
    7. References
    8. Note
13. CHAPTER 4 - COACHING AND PERFORMANCE MANAGEMENT
    1. Organizational Approaches to Coaching: Four Stages
    2. A Framework for Coaching and Performance Management
    3. The Manager’s Role
    4. Performance Management vs. Developmental Coaching
    5. The Role of Human Resources and Internal Coaches
    6. The Role of External Coaches
    7. Building a Culture of Coaching and Development
    8. Conclusion
    9. References
14. CHAPTER 5 - THE ROLE OF ON-THE-JOB AND INFORMAL DEVELOPMENT IN PERFORMANCE MANAGEMENT
    1. Informal Learning and Human Capital
    2. What Is Informal Learning?
    3. Incidence of Informal Training
    4. Methodological Issues Associated with Informal Learning
    5. Characteristics of the Workplace That Enhance Informal Learning
    6. Characteristics of the Worker That Influence Informal Learning
    7. Performance Management, Work and Worker Characteristics
    8. Best Practices in Performance Management and Informal Learning
    9. Informal Learning and Development Planning
    10. Summary
    11. References
    12. Notes
15. CHAPTER 6 - MANAGING TEAM PERFORMANCE IN COMPLEX SETTINGS
    1. What Constitutes a Team?
    2. Teams and Performance Management
    3. Conclusions
    4. References
16. CHAPTER 7 - CEO PERFORMANCE MANAGEMENT
    1. Introduction
    2. FORTX’s CEO Performance Management Process
    3. The FORTX Process and the State of Practice
    4. Increasing the Effectiveness of the Board of Directors
    5. Summary and Recommendations
    6. References
17. CHAPTER 8 - PERFORMANCE MANAGEMENT IN MULTI-NATIONAL COMPANIES
    1. Challenges of MNCs
    2. Cultural Dimensions and Implications
    3. The Role of Organizational Culture
    4. Recommendations for Practice
    5. Summary and Conclusions
    6. References
18. CHAPTER 9 - MANAGING CONTEXTUAL PERFORMANCE
    1. Antecedents of Contextual Performance
    2. Outcomes of Contextual Behavior
    3. Managing Contextual Performance
    4. Recommendations
    5. References
19. CHAPTER 10 - USING PERFORMANCE MANAGEMENT AS A LEARNING TOOL
    1. The Case
    2. How Performance Management Affects Learning
    3. Conclusion
    4. References
20. CHAPTER 11 - DIAGNOSING, UNDERSTANDING, AND DEALING WITH COUNTERPRODUCTIVE WORK BEHAVIOR
    1. Introduction
    2. Types of Counterproductive Work Behavior (CWB)
    3. Diagnosing the Causes of CWB
    4. Dealing with Counterproductive Work Behavior
    5. Summary
    6. References
21. CHAPTER 12 - FORCED RANKINGS: PROS, CONS, AND PRACTICES
    1. Defining Forced Ranking
    2. The Pros and Cons of Forced Ranking Systems
    3. Key Implementation Steps
    4. Concluding Comments
    5. References
    6. Notes
22. CHAPTER 13 - TECHNOLOGY AND PERFORMANCE MANAGEMENT
    1. Technology of the Past: What Role Has Technology Previously Played in ...
    2. Technology As an Enabler: How Does Technology Support the Goals and Purposes of ...
    3. Technology’s Role in the Process: How Does Technology Facilitate the Different ...
    4. Technology As a Challenge: What Complications Does Technology Create in the ...
    5. Taking Technology System-Wide: How Do You Implement a Technology-Based ...
    6. Technology Best Practices: What Are the Best Practice Recommendations for Using ...
    7. References
23. CHAPTER 14 - AUTHENTIC PERFORMANCE
    1. The Valuation of Work Behavior: An Overview
    2. Components of Performance Negotiation
    3. Performance Negotiation: The High Quality Social Exchange
    4. References
24. CHAPTER 15 - ASSESSING PERFORMANCE MANAGEMENT PROGRAMS AND POLICIES
    1. Assessing Performance Management Programs and Policies
    2. Model Overview
    3. Assessment Point 1: Organizational Precursors
    4. Organizational Alignment
    5. Feedback Environment
    6. Formal Individual Growth Opportunities
    7. Accountability
    8. Compensation System
    9. Assessment Point 2: Training Evaluation at the Reaction and Learning Levels
    10. Assessment Point 3: Individual Precursors, Time 1
    11. Assessment Point 4: Evaluation at Individual and Department Levels
    12. Assessment Point 5: Organizational Precursors, Time 2
    13. Assessment Point 6: Individual Precursors, Time 2
    14. Conclusion
    15. References
25. CHAPTER 16 - PERFORMANCE MANAGEMENT OF THE FUTURE
    1. Worker and Workplace Trends
    2. Keeping Performance Management Effective in the 21st Century
    3. Conclusion
    4. References
26. CHAPTER 17 - BEST PRACTICES IN PERFORMANCE MANAGEMENT
    1. What Is Job Performance?
    2. Goals
    3. Feedback
    4. Employee Development
    5. Performance Evaluation
    6. Rewarding Performance
    7. Special Issues in Performance Management
    8. Conclusion
    9. References
27. Name Index
28. Subject Index
29. The Editors