August 2009
Intermediate to advanced
700 pages
18h 26m
English
Content preview from Performance Management: Putting Research into Action
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CHAPTER 17
BEST PRACTICES IN PERFORMANCE MANAGEMENT
James W. Smither and Manuel London
Over the past few years, practitioners talk less of “performance appraisal” and more of “performance management.” In some instances, this appears to be a change in name only. But in many instances, it reflects a paradigm shift from thinking of performance appraisal as a discrete event to a continuous process of performance management (Latham & Mann, 2006; Latham, Almost, Mann, & Moore, 2005). Most definitions of performance management (for example, Aguinis, 2009; Aguinis & Pierce, 2008; Cascio, 2006; den Hartog, Boselie, & Paauwe, 2004; Hedge & Borman, 2008) include a common set of core elements: goal setting, feedback, employee development (and coaching), ...
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