Performance Management

by Aguinis, Herman

• ISBN13: 9780131866157
• ISBN10: 013186615X
• Edition: 2nd
• Format: Hardcover
• Copyright: 2009-01-01
• Publisher: Pearson College Div

Summary

For performance appraisal courses Aguinis focuses on research-based findings and up-to-date applications that increase employee performance.

Table of Contents

Acknowledgments	xv
Introduction	xvii
About the Author	xix
PART I: STRATEGIC AND GENERAL CONSIDERATIONS	1	(74)
Performance Management and Reward Systems in Context	1	(27)
Definition of Performance Management (PM)	2	(2)
The Performance Management Contribution	4	(3)
Disadvantages/Dangers of Poorly Implemented PM Systems	7	(2)
Definition of Reward Systems	9	(4)
Base Pay	9	(1)
Cost-of-Living Adjustments and Contingent Pay	10	(1)
Short-Term Incentives	10	(1)
Long-Term Incentives	10	(1)
Income Protection	11	(1)
Work/Life Focus	11	(1)
Allowances	11	(1)
Relational Returns	12	(1)
Aims and Role of PM Systems	13	(3)
Strategic Purpose	13	(1)
Administrative Purpose	13	(1)
Informational Purpose	13	(1)
Developmental Purpose	13	(1)
Organizational and Maintenance Purpose	14	(1)
Documentational Purpose	14	(2)
Characteristics of an Ideal PM System	16	(3)
Integration with Other Human Resources and Development Activities	19	(9)
Case Study 1.1 Reality Check: Ideal versus Actual Performance Management System	22	(2)
Case Study 1.2 Performance Management at Network Solutions, Inc.	24	(4)
Performance Management Process	28	(20)
Prerequisites	29	(6)
Performance Planning	35	(2)
Results	36	(1)
Behaviors	36	(1)
Development Plan	36	(1)
Performance Execution	37	(2)
Performance Assessment	39	(1)
Performance Review	39	(2)
Performance Renewal and Recontracting	41	(7)
Case Study 2.1 Job Analysis Exercise	44	(1)
Case Study 2.2 Disrupted Links in the Performance Management Process at ``Omega, Inc.''	44	(1)
Case Study 2.3 Performance Management at the University of Ghana	45	(3)
Performance Management and Strategic Planning	48	(27)
Definition and Purposes of Strategic Planning	49	(1)
Process of Linking Performance Management to the Strategic Plan	50	(17)
Strategic Planning	52	(10)
Developing Strategic Plans at the Unit Level	62	(2)
Job Descriptions	64	(1)
Individual and Team Performance	65	(2)
Building Support	67	(8)
Case Study 3.1 Evaluating Vision and Mission Statements at Harley-Davidson	71	(1)
Case Study 3.2 Dilbert's Mission Statement Generator	72	(1)
Case Study 3.3 Linking Individual with Unit and Organizational Priorities	72	(3)
PART II: SYSTEM IMPLEMENTATION	75	(96)
Defining Performance and Choosing a Measurement Approach	75	(15)
Defining Performance	76	(1)
Determinants of Performance	77	(1)
Implications for Addressing Performance Problems	78	(1)
Factors Influencing Determinants of Performance	78	(1)
Performance Dimensions	78	(3)
Approaches to Measuring Performance	81	(9)
Trait Approach	81	(1)
Behavior Approach	82	(1)
Results Approach	83	(4)
Case Study 4.1 Diagnosing the Causes of Poor Performance	87	(1)
Case Study 4.2 Differentiating Task from Contextual Performance	87	(1)
Case Study 4.3 Choosing a Performance Measurement Approach at Paychex, Inc.	88	(2)
Measuring Results and Behaviors	90	(23)
Measuring Results	91	(5)
Determining Accountabilities	91	(2)
Determining Objectives	93	(1)
Determining Performance Standards	94	(2)
Measuring Behaviors	96	(17)
Comparative Systems	98	(2)
Absolute Systems	100	(8)
Case Study 5.1 Accountabilities, Objectives, and Standards	108	(1)
Case Study 5.2 Evaluating Objectives and Standards	109	(1)
Case Study 5.3 Measuring Competencies at the Department of Transportation	110	(1)
Case Study 5.4 Creating BARS-Based Graphic Rating Scales for Evaluating Business Student Performance in Team Projects	111	(2)
Gathering Performance Information	113	(34)
Appraisal Forms	114	(6)
Characteristics of Appraisal Forms	120	(3)
Determining Overall Rating	123	(3)
Appraisal Period and Number of Meetings	126	(3)
Who Should Provide Performance Information?	129	(4)
Supervisors	129	(1)
Peers	129	(1)
Subordinates	130	(1)
Self	131	(1)
Customers	131	(1)
Disagreement Across Sources: Is This a Problem?	132	(1)
A Model of Rater Motivation	133	(3)
Preventing Rating Distortion Through Rater Training Programs	136	(11)
Case Study 6.1 Evaluating the Appraisal Form Used by a Grocery Retailer	140	(2)
Case Study 6.2 Judgmental and Mechanical Methods of Assigning Overall Performance Score at The Daily Planet	142	(2)
Case Study 6.3 Minimizing Intentional and Unintentional Rating Errors	144	(3)
Implementing a Performance Management System	147	(24)
Preparation: Communication, Appeals Process, Training Programs, and Pilot Testing	148	(1)
Communication Plan	149	(4)
Appeals Process	153	(2)
Training Programs for the Acquisition of Required Skills	155	(7)
Rater Error Training	156	(3)
Frame of Reference Training	159	(1)
Behavioral Observation Training	160	(1)
Self-Leadership Training	161	(1)
Pilot Testing	162	(1)
Ongoing Monitoring and Evaluation	163	(8)
Case Study 7.1 Implementing a Performance Management Communication Plan at Accounting, Inc.	163	(5)
Case Study 7.2 Implementing an Appeals Process at Accounting, Inc.	168	(1)
Case Study 7.3 Evaluation of Performance Management System at Accounting, Inc.	169	(2)
PART III: EMPLOYEE DEVELOPMENT	171	(56)
Performance Management and Employee Development	171	(25)
Personal Developmental Plans	172	(6)
Developmental Plan Objectives	172	(2)
Content of Developmental Plan	174	(1)
Developmental Activities	175	(3)
Direct Supervisor's Role	178	(1)
360-Degree Feedback Systems	179	(17)
Advantages of 360-Degree Feedback Systems	187	(1)
Risks of Implementing 360-Degree Feedback Systems	188	(1)
Characteristics of a Good System	189	(4)
Case Study 8.1 Developmental Plan Form at Old Dominion University	193	(1)
Case Study 8.2 Evaluation of a 360-Degree Feedback System Demo	194	(1)
Case Study 8.3 Implementation of 360-Degree Feedback System at Ridge Intellectual	194	(2)
Performance Management Skills	196	(31)
Coaching	197	(4)
Coaching Styles	201	(1)
Coaching Process	201	(11)
Observation and Documentation of Developmental Behavior and Outcomes	203	(2)
Giving Feedback	205	(7)
Performance Review Meetings	212	(15)
Case Study 9.1 Was Robert Eaton a Good Coach?	220	(1)
Case Study 9.2 What Is Your Coaching Style?	221	(2)
Case Study 9.3 Preventing Defensiveness	223	(4)
PART IV: REWARD SYSTEMS, LEGAL ISSUES, AND TEAM PERFORMANCE MANAGEMENT	227	(48)
Reward Systems and Legal Issues	227	(29)
Traditional and Contingent Pay Plans	228	(1)
Reasons for Introducing Contingent Pay Plans	229	(2)
Possible Problems Associated with Contingent Pay Plans	231	(2)
Selecting a Contingent Pay Plan	233	(2)
Putting Pay in Context	235	(4)
Pay Structures	239	(3)
Job Evaluation	239	(2)
Broad Banding	241	(1)
Performance Management and the Law	242	(1)
Some Legal Principles Affecting Performance Management	242	(3)
Laws Affecting Performance Management	245	(11)
Case Study 10.1 Making the Case for a CP Plan at Architects, Inc.	251	(1)
Case Study 10.2 Selecting a CP Plan at Dow AgroSciences	251	(1)
Case Study 10.3 Possible Illegal Discrimination at Tractors, Inc.	252	(4)
Managing Team Performance	256	(19)
Definition and Importance of Teams	257	(1)
Types of Teams and Implications for Performance Management	258	(2)
Purposes and Challenges of Team Performance Management	260	(1)
Including Team Performance in the Performance Management System	261	(4)
Prerequisites	261	(2)
Performance Planning	263	(1)
Performance Execution	263	(1)
Performance Assessment	263	(2)
Performance Review	265	(1)
Performance Renewal and Recontracting	265	(1)
Rewarding Team Performance	265	(10)
Case Study 11.1 Not All Teams Are Created Equal	268	(1)
Case Study 11.2 Team Performance Management at Duke University Health Systems	269	(2)
Case Study 11.3 Team-Based Rewards for the State of Georgia	271	(4)
Name Index	275	(2)
Subject Index	277	(5)
Author Index	282