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• Cover
• Contents
• Series Page
• Editor
• Title Page
• Copyright
• Series Editor
• Dedication
• Foreword
• Introduction
• Overview of Chapters
• Acknowledgments
• The Authors
• Chapter 1: An Expanded View of Performance Management
• An Expanded View of Performance Management
• The Science-Practice Divide and Performance Management
• What Is Performance Management?
• Performance Management Process
• Performance Management Best Practices
• Conclusion
• References
• Chapter 2: Aligning Performance Management with Organizational Strategy, Values, and Goals
• Alignment and Performance Management
• How Important Is Alignment?
• What Drives Alignment?
• Impact of Culture
• Outreach Airlines: From Strategy to Results
• Performance Management Systems: Why Do They Fail?
• Putting It All Together
• Conclusions
• References
• Notes
• Chapter 3: Practical Applications of Goal-Setting Theory to Performance Management
• Goal Commitment
• Task Complexity
• Goal Framing
• Team Goals
• Feedback
• Conclusion
• References
• Note
• Chapter 4: Coaching and Performance Management: How Can Organizations Get the Greatest Value?
• Organizational Approaches to Coaching: Four Stages
• A Framework for Coaching and Performance Management
• The Manager’s Role
• Performance Management vs. Developmental Coaching_
• The Role of Human Resources and Internal Coaches
• The Role of External Coaches
• Building a Culture of Coaching and Development
• Conclusion
• References
• Chapter 5: The Role of On-the-Job and Informal Development in Performance Management
• Informal Learning and Human Capital
• What Is Informal Learning?
• Incidence of Informal Training
• Methodological Issues Associated with Informal Learning
• Characteristics of the Workplace That Enhance Informal Learning
• Characteristics of the Worker That Influence Informal Learning
• Performance Management, Work and Worker Characteristics
• Best Practices in Performance Management and Informal Learning
• Informal Learning and Development Planning
• Summary
• References
• Notes
• Chapter 6: Managing Team Performance in Complex Settings: Research-Based Best Practices
• What Constitutes a Team?
• Teams and Performance Management
• Conclusions
• References
• Chapter 7: CEO Performance Management
• Introduction
• FORTX’s CEO Performance Management Process
• The FORTX Process and the State of Practice
• Increasing the Effectiveness of the Board of Directors
• Summary and Recommendations
• References
• Chapter 8: Performance Management in Multi-National Companies
• Challenges of MNCs
• Cultural Dimensions and Implications
• The Role of Organizational Culture
• Recommendations for Practice
• Summary and Conclusions
• References
• Chapter 9: Managing Contextual Performance
• Antecedents of Contextual Performance
• Outcomes of Contextual Behavior
• Managing Contextual Performance
• Recommendations
• References
• Chapter 10: Using Performance Management As a Learning Tool
• The Case
• Conclusion
• References
• Chapter 11: Diagnosing, Understanding, and Dealing with Counterproductive Work Behavior
• Introduction
• Types of Counterproductive Work Behavior (CWB)
• Diagnosing the Causes of CWB
• Dealing with Counterproductive Work Behavior
• Summary
• References
• Chapter 12: Forced Rankings: Pros, Cons, and Practices
• Defining Forced Ranking
• The Pros and Cons of Forced Ranking Systems
• Key Implementation Steps
• Concluding Comments
• References
• Notes
• Chapter 13: Technology and Performance Management: What Role Does Technology Play in Performance Management?
• Technology of the Past: What Role Has Technology Previously Played in Performance Management?
• Technology As an Enabler: How Does Technology Support the Goals and Purposes of Performance Management?
• Technology’s Role in the Process: How Does Technology Facilitate the Different Components of the Performance Management Process?
• Technology As a Challenge: What Complications Does Technology Create in the Performance Management Process?
• Taking Technology System-Wide: How Do You Implement a Technology-Based Performance Management System?
• Technology Best Practices: What Are the Best Practice Recommendations for Using Technology for Performance Management Purposes?
• References
• Chapter 14: Authentic Performance: The Valuation of Behavior as a Negotiated Business Outcome-Thomas Diamante
• The Valuation of Work Behavior: An Overview
• Components of Performance Negotiation
• Performance Negotiation: The High Quality Social Exchange
• References
• Chapter 15: Assessing Performance Management Programs and Policies
• Assessing Performance Management Programs and Policies
• Model Overview
• Assessment Point 1: Organizational Precursors
• Assessment Point 2: Training Evaluation at the Reaction and Learning Levels
• Assessment Point 3: Individual Precursors, Time 1
• Assessment Point 4: Evaluation at Individual and Department Levels
• Assessment Point 5: Organizational Precursors, Time 2
• Assessment Point 6: Individual Precursors, Time 2
• Conclusion
• References
• Chapter 16: Performance Management of the Future
• Worker and Workplace Trends
• Keeping Performance Management Effective in the 21st Century
• Conclusion
• References
• Chapter 17: Best Practices in Performance Management
• What Is Job Performance?
• Goals
• Feedback
• Employee Development
• Performance Evaluation
• Rewarding Performance
• Special Issues in Performance Management
• Conclusion
• References
• Name Index
• Subject Index
• The Editors
• Wiley End User License Agreement