Efnisyfirlit

•        Introduction
• Part one Performance management fundamentals
• 01    The essence of performance management
•             Performance management defined
•             Aims of performance management
•             Overall principles of performance management
•             Performance management systems
•             The reality of performance management
•             Requirements for success
•             Examples of approaches to performance management
•             References
• 02    The evolution of performance management
•             The beginnings and thereafter
•             Merit rating
•             Performance appraisal
•             Management by objectives
•             Developments in assessment techniques
•             Results-based performance appraisal
•             Enter performance management
•             Performance management: the next phase
•             References
• 03    The conceptual framework
•             The meaning of performance
•             Factors influencing performance
•             Underpinning theories
•             Performance management and the psychological contract
•             Performance management values
•             References
• 04    Issues in performance management
•             The fundamental problems
•             Individual factors
•             System design
•             System operation
•             Dealing with performance management issues
•             Evidence-based performance management
•             References
• Part two Performance management processes and skills
• 05    Setting goals
•             The conceptual background
•             Criteria for an effective performance goal
•             How to set performance goals
•             Strategic alignment
•             Critical success factors
•             References
• 06    Providing feedback
•             Feedback defined
•             The nature of feedback
•             Use of feedback
•             How effective is feedback?
•             What makes feedback effective?
•             Guidelines on providing feedback
•             Handling difficult conversations
•             References
• 07    360-degree feedback
•             360-degree feedback defined
•             Use of 360-degree feedback
•             360-degree feedback – methodology
•             360-degree feedback and appraisal
•             Effectiveness of 360-degree feedback
•             Introducing 360-degree feedback
•             References
• 08    Conducting performance reviews
•             The process of reviewing performance
•             Informal reviews
•             Formal reviews
•             References
• 09    Assessing performance
•             Approaches to performance assessment
•             Assessment in practice
•             Analysing performance
•             Ranking
•             Narrative assessment of overall performance
•             Analytical performance management assessments
•             The rating process
•             Overall performance rating scales
•             Analytical rating
•             Graphic rating scales
•             Conclusions on analytical rating
•             Visual methods of assessment
•             Conclusion
•             References
• 10    Coaching
•             The process of coaching
•             Approach to coaching
•             Techniques of coaching
•             Coaching skills
•             Developing a coaching culture
•             References
• 11    Managing underperformers
•             The problem of underperformance
•             Dealing with underperformers
•             General approaches to managing underperformance
•             Specific approaches to managing underperformance
•             The five basic steps
•             Use of a capability procedure
•             References
• Part three Applications of performance management
• 12    Managing organizational performance
•             The process of managing organizational performance
•             The strategic approach to managing organizational performance
•             Business performance management systems
•             Organizational capability
•             Performance management and human capital management
•             Developing a high-performance culture
•             Measuring performance
•             References
• 13    Managing team performance
•             Teams and performance
•             Team competencies
•             Performance measures for teams
•             Team performance management processes
•             Reviewing the performance of individual team members
•             References
• 14    Performance management and employee engagement
•             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
• 15    Performance management and talent management
•             The process of talent management
•             Identifying talent
•             Developing talent
•             References
• 16    Performance management and learning
•             Helping people to learn through performance management
•             Learning opportunities
•             Personal development planning
•             Reference
• 17    Performance management and reward
•             Performance management and non-financial rewards
•             Performance management and pay
•             References
• 18    International performance management
•             Performance management in the subsidiaries of multinationals
•             Performance management for expatriates
•             References
• Part four Performance management in action
• 19    The impact of performance management
•             How performance management is expected to improve performance
•             Establishing the impact
•             Evidence from research
•             Conclusions
•             References
• 20    The state of performance management
•             e-reward 2204
•             CIPD 2009
•             Lawler, Benson and McDermott 2202
•             The Work Foundation 2005
•             WorldatWork 2200
•             References
• 21    Performance management models
• Part five The development and management of performance management
• 22    Developing performance management
•             The development framework
•             Stages of development of performance management
•             Contextual factors
•             Approach to developing performance management
•             Developing performance management – preliminary steps
•             Development programme
•             References
• 23    Managing performance management
•             Who should be covered by performance management?
•             How should performance management be managed?
•             What approach should be adopted?
•             Performance management documentation
•             Web-based performance management
•             The role of HR
•             References
• 24    The performance management role of line managers
•             The role of line managers
•             Issues with the performance management role of line managers
•             Addressing the issues
•             Gaining the commitment of line managers
•             Developing skills
•             References
• 25    Learning about performance management
•             Incidence of training
•             Formal learning
•             Example of a performance management learning programme
•             Less formal learning
•             Reference
• 26    Evaluating performance management
•             Criteria
•             Performance management audit
•             Methodology
•             A typical approach
•             Improving the performance of performance management – an eight point plan
•             References
•             Appendix A: Performance management toolkit
•             Appendix B: Performance management case studies
•             Author index
•             Subject index