Putting Research into Practice
There has been a shift in HR from performance appraisal to performance management. This book contains a broad range of performance management topics, offers recommendations grounded in research, and many examples from a variety of organizations. It demonstrates how performance management tracks and helps promote organizational change.
There has been a shift in HR from performance appraisal to performance management. A new volume in the "SIOP Professional Practice Series", this book contains a broad range of performance management topics, offers recommendations grounded in research, and many examples from a variety of organizations. In addition to offering state-of-the-art descriptions of performance management needs and solutions, this book provides empirical bases for recommendations, demonstrates how performance management tracks and helps promote organizational change, and exams critical issues. This book makes an ideal resource for I/O psychologists, HR professionals, and consultants. 'In this comprehensive and timely volume, Smither and London assemble an exceptional collection of chapters on topics spanning the entire performance management process. Written by leading researchers and practitioners in the field, these chapters draw on years of research and offer a blueprint for implementing effective performance management systems in organizations. This volume is a 'must-read' for all those interested in performance management' - John W. Fleenor, Ph.D., research director, Center for Creative Leadership.
Introduction. The Authors. 1. An Expanded View of Performance Management (Herman Aguinis). 2. Aligning Performance Management with Organizational Strategy, Values, and Goals (William A. Schiemann). 3. Practical Applications of Goal Setting Theory to Performance Management (Peter A. Heslin, Jay B. Carson, and Don VandeWalle). 4. Coaching and Performance Management: How Can Organizations Get the Greatest Value (David B. Peterson)? 5. The Role of On-the-Job and Informal Development in Performance Management (Paul Squires). 6. Managing Team Performance in Complex Settings: Research-Based Best Practices (Eduardo Salas, Sallie J. Weaver, Michael A. Rosen, and Kimberly A. Smith-Jentsch). 7. CEO Performance Management (Edward M. Mone). 8. Performance Management in Multi-National Companies (David V. Day and Gary J. Greguras). 9. Managing Contextual Performance (Richard R. Reilly and Zvi H. Aronson). 10. Using Performance Management to Help Inculcate a Learning Culture in an Organization (Valerie I. Sessa, Christopher Pingor, and Jennifer Bragger). 11. Diagnosing, Understanding, and Dealing with Counterproductive Work Behavior (Leanne Atwater and Teri Elkins). 12. Forced Rankings: Pros, Cons, and Practices (Peter G. Dominick). 13. Technology And Performance Management: What Role Does Technology Play In Performance Management (Autumn D. Krauss and Lori Anderson Snyder)? 14. Authentic Performance: The Valuation of Behavior as a Negotiated Business Outcome (Thomas Diamante). 15. Assessing Performance Management Programs and Policies (Stanley B Silverman and Wendy M. Muller). 16. Performance Management of the Future (Nancy T. Tippins and Susan H. Coverdale). 17. Best Practices in Performance Management (James W. Smither and Manuel London). Name Index. Subject Index. About the Editors.