Managing and Measuring Employee Performance - Brossura

HOULDSWORTH, Elizabeth

Brossura

ISBN 10: 0749444770 ISBN 13: 9780749444778

Casa editrice: Kogan Page, 2006

Riassunto

What teachers, police, City 'high flyers' along with the majority of the workforce have in common is that their performance is increasingly being managed, monitored and measured. This is for a number of reasons. Within the public sector, the 'Modernising Government' agenda has raised the emphasis on outcomes and measures of success. Within the private sector concern with 'shareholder value' has put pressure on organisations to predict and deliver business improvements.

Managing and Measuring Performance examines how attitudes have changed and how performance management approaches have in turn evolved both in terms of sophistication and their degree of integration with people management practice. Looking at the principles and practice of performance management the authors describe the 'typical' performance management cycle, include results of their empirical work and surveys and include numerous case studies in this essential guide to contemporary performance management practice.

Su questo libro

Informazioni sull?autore

Dr Elizabeth Houldsworth is a member of the Human Resource faculty at Henley Management College working across a range of qualification and research programmes. She previously worked for a number of years as an HR consultant specialising in performance management.

Dilum Jirasinghe is a Managing Consultant with Hay Group (UK). Before joining Hay, she worked in a variety of roles within Corporate Human Resources at Tesco, working in the areas of management development, selection and recruitment and staff research. Prior to that she worked as a Higher Occupational Psychologist in the Metropolitan Police Service where she acted as an internal consultant conducting large-scale projects.

Estratto. © Ristampato con autorizzazione. Tutti i diritti riservati.

Introduction

Part I: Understanding performance management

1. Introduction: the evolution of performance management

The evolution of performance management

2. Theoretical perspectives on managing performance

What is organizational performance?

The HRM context of performance management

Other influences on the evolution of performance management

3. Performance development versus performance measurement

The business benefit perspective on HR practice

The performance development/measurement framework

Codification of experience -- testing the framework

Part II: Evidence from fieldwork and redrawing the performance management map

4. Line manager survey

Design and sample for line manager survey

Line manager responses to the survey

Conclusions from the line manager survey

5. Deepening our understanding through mini case-studies of practice

Three contextual themes

Five dominant themes around performance management

Summary

6. Redrawing the performance management map

Redefining performance management realities

The antecedents for current performance management realities

7. The secrets of the world's most admired companies - how they implement performance management

Key success factors

Summary

Part III: Managing and measuring performance: a guide to implementing a balanced approach

8. Understanding the foundations of integrated performance management

The performance management cycle

Designing integrated performance management

Performance management building blocks

9. Organizational story: integrated performance management at Motorola

Description of performance management at Motorola

Linking talent management to performance management

10. Planning performance and measurement-based approaches

Linking the strategy to what people do

Measures and measurement-based approaches

Trying to balance measurement and development approaches

11. Organizational story: measuring capability at BAT

The leadership pipeline at BAT

Measuring performance

12. Organizational story: measurement using a balanced scorecard at Lloyds TSB

The introduction of the balanced scorecard at Lloyds TSB

The performance management process at Lloyds TSB

Managing performance versus measuring performance

The speed of cultural change

13. Managing performance and development-based approaches

How performance management links to development planning

Understanding the manager's impact on organizational climate

The impact of climate on performance

The impact of leadership styles

The management capability required to balance development and measurement approaches

14. Organizational story: a focus on development at Belron

Climate and leadership styles measurement at Belron

The Belron performance management process

Development as a KPI (key performance indicator)

15. Organizational story: team-based performance management at the Irish Health Service

What is team-based performance management?

Key principles of the Irish Health Service scheme

The team-based performance management process

The key benefits achieved

What has been missing?

16. Reviewing and rewarding performance

The links between performance review and performance reward -- background

The psychology of a good review

The nature and implications of performance rating

Trust and the links to pay

What are organizations paying for -- and with what?

The total reward dimension

17. Organizational story: rewarding development

18. Organizational story: paying for contribution within the UK Senior Civil Service

The performance management process for the SCS

Separating the reward element from performance management

19. Future directions and conclusions

Performance measurement: future directions

Performance development: future directions

Conclusions

Dettagli dell?edizione

• Editore: Kogan Page
• Data di pubblicazione: 2006
• Lingua: Inglese
• ISBN 10: 0749444770
• ISBN 13: 9780749444778
• Rilegatura: Copertina flessibile
• Numero edizione: 1
• Numero di pagine: 256
• Contatto del produttore: non disponibile
• Persona responsabile: non disponibile