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

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