Managing and Measuring Employee Performance

by Houldsworth, Elizabeth

• ISBN13: 9780749444778
• ISBN10: 0749444770
• Format: Paperback
• Copyright: 2006-10-01
• Publisher: Kogan Page Ltd

Summary

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.

Author Biography

Elizabeth Houldsworth is a member of the School of HR, Leadership and Change at Henley Management College.  She previously worked as an HR consultant specializing in performance management.  Dilum Jirasinghe is a Managing Consultant with Hay Group (UK) focusing on performance management and leadership development.  Prior to joining Hay Group, she worked as a business psychologist in a number of private and public sector organizations.

Table of Contents

Preface	ix
Acknowledgements	x
Introduction	1	(2)
Part I: Understanding performance management	3	(44)
1. Introduction: the evolution of performance management	5	(10)
Tracing the development of performance management	6	(7)
An organizing framework for performance management	13	(2)
2. Theoretical perspectives on managing performance	15	(18)
What is organizational performance?	16	(3)
The HRM context of performance management	19	(5)
Other influences on the evolution of performance management	24	(9)
3. Performance development versus performance measurement	33	(14)
The business benefit perspective on HR practice	33	(3)
The performance development/measurement framework	36	(2)
Codification of experience — testing the framework	38	(9)
Part II: Evidence from fieldwork and redrawing the performance management map	47	(54)
4. Line manager survey	49	(13)
Design and sample for line manager survey	49	(2)
Line manager responses to the survey	51	(9)
Conclusions from the line manager survey	60	(2)
5. Deepening our understanding through mini case studies of practice	62	(14)
Three contextual themes	63	(1)
Five dominant themes around performance management	64	(10)
Summary	74	(2)
6. Redrawing the performance management map	76	(9)
Redefining performance management realities	76	(6)
The antecedents for current performance management realities	82	(3)
7. The secrets of the world's most admired companies how they implement performance management	85	(16)
Key success factors	87	(12)
Summary	99	(2)
Part III: Managing and measuring performance – a guide to implementing a balanced approach	101	(123)
8. Understanding the foundations of integrated performance management	103	(10)
The performance management cycle	103	(4)
Designing integrated performance management	107	(1)
Performance management building blocks	108	(5)
9. Organizational story: the performance management cycle at BAE Systems	113	(7)
Description of performance management at BAE Systems	113	(4)
Linking performance management to potential rating, reward, talent management and leadership development	117	(3)
10. Planning performance and measurement-based approaches	120	(16)
Linking the strategy to what people do	120	(5)
Measures and measurement-based approaches	125	(6)
Trying to balance measurement and development	131	(5)
11. Organizational story: measuring capability at BAT	136	(6)
The leadership pipeline at BAT	137	(2)
Measuring performance	139	(3)
12. Organizational story: measurement using a balanced scorecard at Lloyds TSB	142	(6)
The introduction of the balanced scorecard at Lloyds TSB	143	(1)
The performance management process at Lloyds TSB	144	(2)
Managing performance versus measuring performance	146	(1)
The speed of cultural change	147	(1)
13. Managing performance and development-based approaches	148	(21)
How performance management links to development planning	149	(7)
Understanding the manager's impact on organizational climate	156	(2)
The impact of leadership styles 158 Linking performance management to the dimensions of organizational climate	158	(3)
The management capability required to balance development and measurement approaches	161	(8)
14. Organizational story: a focus on development at Belron	169	(8)
Climate and leadership styles measurement at Belron	170	(4)
The Belron performance management process	174	(2)
Development as a KPI (key performance indicator)	176	(1)
15. Organizational story: team-based performance management at the Irish Health Service	177	(8)
What is team-based performance management?	178	(1)
Key principles of the Irish Health Service scheme	179	(1)
The team-based performance management process	180	(2)
The key benefits achieved	182	(1)
What has been missing?	183	(2)
16. Reviewing and rewarding performance	185	(17)
The links between performance review and performance reward – background	185	(2)
The psychology of a good review	187	(3)
The nature and implications of performance rating	190	(6)
Trust and the links to pay	196	(2)
What are organizations paying for — and with what?	198	(2)
The total reward dimension	200	(2)
17. Organizational story: rewarding development at BAA	202	(5)
The technician performance development review	203	(1)
Enhanced skills-based pay for technicians	204	(3)
18. Organizational story: paying for contribution within the UK Senior Civil Service	207	(6)
The performance management process for the SCS	208	(1)
Separating the reward element from performance management	209	(4)
19. Future directions and conclusions	213	(11)
Performance measurement: future directions	213	(3)
Performance development: future directions	216	(3)
Conclusions	219	(5)
Appendix: Performance measurement/development audit: a quick self-test	224	(3)
References	227	(6)
Further reading and other sources of information	233	(8)
Index	241