Efnisyfirlit

• Cover
• Endorsements
• Titlepage
• Contents
• List of Figures
• List of Tables
• Introduction
• Focus on performance leadership
• Plan of the book
• Part One Performance management fundamentals
• 01 The meaning and nature of performance management
• Introduction
• Performance management defined
• Performance management and performance appraisal
• The nature of performance management
• The purpose and aims of performance management
• The impact of performance management
• Performance management: the ethical dimension
• The approach to managing performance
• References
• 02 The conceptual framework of performance management
• Introduction
• The meaning of performance
• The distribution of performance
• Factors affecting individual performance
• Underpinning theories
• Performance management and the psychological contract
• References
• 03 Performance management systems
• Introduction
• Features of a performance management system
• The reality of performance management
• References
• 04 Performance management issues
• Introduction
• How well is performance management working?
• What’s wrong with performance management?
• The role of line managers
• References
• 05 Performance management developments
• Introduction
• Performance management systems
• Advantages and disadvantages of developments
• References
• Part Two Performance management processes
• 06 Performance leadership
• Introduction
• What engaging managers do
• The concept of performance leadership
• Conclusion
• References
• 07 Performance and development planning
• Introduction
• Performance and development planning – the traditional approach
• Defining roles
• Defining objectives
• Development planning
• References
• 08 Assessing performance
• Introduction
• Performance analysis
• Rating
• Forced distribution and forced ranking
• Narrative assessment
• Visual methods of assessment
• Conclusions
• References
• 09 Conducting performance reviews
• Introduction
• The traditional performance review
• Performance conversations
• Strength-based assessment
• References
• 10 Multi-source feedback
• Introduction
• 360-degree feedback defined
• The rationale for 360-degree feedback
• Methodology
• Advantages and disadvantages
• Introducing 360-degree feedback
• Crowdsourced feedback
• References
• Part Three Performance management skills
• 11 Defining objectives
• Introduction
• The meaning of objectives
• The conceptual background
• Characteristics of an effective objective
• The process of defining objectives
• Strategic alignment
• References
• 12 Providing feedback
• Introduction
• Feedback defined
• The nature of feedback
• Use of feedback
• How effective is feedback?
• Continuous feedback
• Providing constructive feedback
• An alternative approach – the ‘feedforward’ interview
• Guidelines on providing feedback
• References
• 13 Coaching
• Introduction
• Coaching defined
• The process of coaching
• Coaching skills
• Developing a coaching culture
• References
• 14 Managing underperformance
• Introduction
• The problem of underperformance
• Approaches to managing underperformance
• The five basic steps
• Handling challenging conversations about performance
• Use of a capability procedure
• References
• Part Four Applications of performance management
• 15 Managing organizational performance
• Introduction
• The process of managing organizational performance
• The strategic approach to managing organizational performance
• Business performance management systems
• ProMES
• Organizational capability
• Performance management and human capital management
• Measuring performance
• References
• 16 Managing team performance
• Introduction
• Agreeing performance objectives
• Agreeing process objectives
• Conducting team performance reviews
• References
• 17 International performance management
• Introduction
• Performance management in the subsidiaries of multinationals
• Approaches to international performance management
• What happens in practice
• International performance management in action
• Performance management for expatriates
• References
• 18 Managing the performance of homeworkers
• Introduction
• Policy
• Clarifying expectations
• Performance management processes
• Guiding principles
• References
• 19 Performance management and learning
• Introduction
• How learning is facilitated by performance management
• References
• 20 Performance management and talent management
• Introduction
• The process of talent management
• Identifying talent
• Identifying ability
• Identifying potential
• Developing talent
• References
• 21 Performance management and reward
• Introduction
• Performance management and non-financial rewards
• Performance management and performance pay
• Reconciling performance management and pay
• References
• 22 Performance management and employee engagement
• Introduction
• What is employee engagement?
• Why is engagement important?
• What are the enablers of engagement?
• What part is played by performance management?
• How can an organization ensure that performance management plays its part?
• References
• Part Five Managing performance management
• 23 Developing performance management
• Introduction
• Developing performance leadership
• Developing performance management systems – the choices
• The development process
• How to approach development
• Advice on introducing performance management
• The development programme
• References
• 24 Learning about performance management
• Introduction
• Performance leadership development
• Performance leadership development programmes
• References
• 25 Evaluating performance management
• Introduction
• Criteria for evaluation
• Performance management audit
• Improving the performance of performance management – an eight-point plan
• References
• Part Six Conclusions
• 26 Where is performance management today?
• Introduction
• References
• Author index
• Subject index
• Copyright