Reengineering Performance Management Breakthroughs in Achieving Strategy Through People

by Weiss; Tracey

• ISBN13: 9781574440416
• ISBN10: 1574440411
• Format: Hardcover
• Copyright: 1997-03-06
• Publisher: CRC Press

Summary

Here is a major work that lays the groundwork for successfully reengineering the way your company manages performance, to maximize individual, team and organizational effectiveness. Managers in organizations of all sizes will find answers to many of the most challenging people-related questions and become empowered to achieve goals faster and more effectively by mobilizing the people with whom they work. Numerous case studies from companies on the cutting edge of performance management illustrate the major themes presented.

Table of Contents

Foreword	xiii
Preface	xv
Acknowledgments	xix
The End of Performance Management as We Know It	1	(12)
Directing Energy	4	(2)
The Customers of the Performance Management Process	6	(2)
Performance Management Is a Core Business Process	8	(1)
There Is No One-Size-Fits-All Answer	8	(1)
All Aspects of Performance Matter	8	(1)
Discretionary Effort Drives Success	9	(1)
Effective Links with Rewards Get Important Message Across	9	(1)
Ownership of the Process Is Key	9	(1)
Performance Management Is About Relationships	10	(1)
A Better Way to Manage	10	(3)
The Changing Shape of Organizations	13	(10)
The Functional Culture---Built to Last	17	(1)
New Territory	18	(1)
The New Cultures	18	(5)
The ``How'' of Performance	23	(14)
The Wrong Stuff?	26	(2)
A Model for the Future	28	(3)
The Heart of Performance	31	(1)
One Step at a Time	32	(1)
When Is It Worthwhile?	33	(4)
Planning---Something to Depend On	37	(16)
Achievement by Design	38	(1)
Managing the ``Balanced Scorecard''	39	(2)
Planning from the Grass Roots Up	41	(1)
Forging the Personal Connection	42	(2)
Defining Objectives	44	(1)
Competencies: The Fifth Dimension	45	(2)
Back to the Numbers	47	(1)
Making It Real	48	(1)
Coping with the ``What Ifs''	49	(4)
Coaching: Mastering Virtual Management	53	(12)
Grey Matters	55	(2)
Being Coachable	57	(2)
The Task Is the Master	59	(1)
Understanding Performance Feedback	59	(2)
Changing Performance	61	(1)
Coaching Employees with Performance Problems	62	(1)
Building ``Star'' Performance	63	(2)
Making Reviews Productive, Not Painful	65	(14)
The Heart of Self-Esteem	68	(1)
``Total Quality'' Performance Management	69	(1)
Key Questions to Answer in Designing the Appraisal Process	70	(4)
Deep Analysis	74	(5)
Rewards: The ``Why'' of Performance	79	(22)
The Word in the Trenches	82	(2)
The Right Track	84	(2)
Performance-Related Pay: The Business Case	86	(1)
Performance-Related Pay: The Paradox	87	(1)
Integrating Competencies, Performance, and Pay	88	(1)
Building on Skill-Based Pay	89	(1)
The Next Level	90	(1)
Overcoming the Pitfalls of the Mixed Model	91	(3)
Merit Pay, The Conservative Option	94	(1)
Getting the Right Fit	94	(1)
Achieving a Balance	95	(2)
Managing Work Climate Through Rewarding Performance	97	(4)
Culture: The Road to Results	101	(18)
Cultural Voyagers	103	(3)
The Functional Work Culture: A Quest for Reliability	106	(2)
The Process Work Culture: All Eyes on the Customer	108	(3)
Time-Based Work Culture: Go, Go, Grow	111	(3)
Network Work Culture: Virtual Reality	114	(1)
A Complete Picture of Performance	115	(4)
Teams and Self-Management: Achieving a Balance	119	(18)
Too Late to Turn Back	121	(2)
An Employee-Driven Process	123	(1)
From Strategy to Competencies	124	(1)
What's in a Star?	125	(1)
By the People, For the Team	126	(1)
Establishing Priorities	127	(1)
Implementation and Action	128	(1)
Self-Directed Performance Reviews	129	(1)
Teams and Competencies	130	(1)
Making Self-Management Work---The Critical Success Factors	131	(2)
Still Part of a Team	133	(4)
The Genius of Leadership	137	(24)
Moving Beyond Management	140	(1)
If You Want to Lead Change, Change Your Approach to Leadership	141	(2)
Codifying the Fundamentals of Superior Leadership	143	(3)
The Importance of Climate	146	(2)
Managerial Behaviors that Build Motivating Climates	148	(1)
Is Climate Deteriorating?	149	(2)
Climate Matters	151	(1)
Putting Feedback to Use	152	(6)
The Importance of Coaching	158	(1)
Toward a Healthier Climate	159	(2)
Hard-Wiring the Soft Objectives	161	(16)
Mixing the Model	162	(3)
Balancing Creativity and Discipline	165	(3)
When the Model Is Incomplete	168	(1)
Individual and Team Targets	169	(1)
Competency Profiles	170	(1)
Training of Managers	170	(1)
Solid Models	171	(1)
On the Testing Bench	172	(2)
Assessing the Other Shortcuts	174	(2)
No More Single Model	176	(1)
Aligning People Strategies for Fast Change that Lasts	177	(14)
So Close, Yet So Far	178	(2)
Keep It Simple	180	(1)
From Planning to Deployment	181	(1)
Making Change Pay	182	(1)
One Message	183	(1)
The Perils of Isolation	184	(1)
The Business Planning Process	185	(1)
Quality Initiatives	186	(2)
Selection Processes	188	(1)
Training and Development	189	(1)
Culture Change Programs	189	(1)
The Big Picture	190	(1)
Epilogue: Performance Management 2000	191	(6)
Appendix 1: Performance Management Diagnostic Based on Employee Attitudes	197	(6)
Appendix 2: General Process Audit	203	(14)
Index	217