Performance Management A New Approach for Driving Business Results
by Pulakos, Elaine D.Edition: 1st
Format: Paperback
Pub. Date: 2009-04-13
Publisher(s): Wiley-Blackwell
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Summary
Performance Management presents an end-to-end practical model of effective performance management that shows how to develop and implement performance management systems that yield bottom line results. Practical step by step guidance and examples Realities associated with implementing best practices and avoiding common pitfalls Jobs and circumstances where common practices will and will not work well Proven approaches from leading organizations Insights for everyone involved in performance management through senior leadership
Author Biography
Elaine D.Pulakos, Ph.D.Chief Operating Officer of Personnel Decisions Research Institutes, is a Past President of the Society for Industrial and Organizational Psychology, a Fellow of APA and SIOP, and a recognized contributor to the field of industrial and organizational psychology in the areas of staffing and performance management, having published numerous articles, chapters, and books on these topics.
Series Editor
Steven G. Rogelberg, Ph.D., is Professor and Director of Organizational Science, at the University of North Carolina Charlotte. His research has been profiled on Public Television, Radio (e.g., NPR, CBS), Newspapers (e.g.,
Table of Contents
| Series Editor's Preface | p. ix |
| Preface | p. xi |
| A Primer on Performance Management | p. 1 |
| The Truth about Performance Management | p. 3 |
| What Makes Performance Management So Hard? | p. 4 |
| The Goal of This Book | p. 6 |
| How Did We Arrive at Today's Best Practices? | p. 9 |
| How to Design and Implement a Successful Performance Management Process | p. 17 |
| Getting Started | p. 19 |
| What Is the Purpose of the System? | p. 20 |
| What Type of Rating Will Be Made? | p. 23 |
| Will Managers Provide Narratives to Support Ratings? | p. 25 |
| Will Information Come from Multiple Rating Sources or Only the Manager? | p. 26 |
| Will Processes Be Included for Managers to Calibrate Their Ratings? | p. 26 |
| What Performance to Measure? | p. 27 |
| Ensure Support for the New System | p. 30 |
| Provide Guidance Representing their Constituency | p. 32 |
| Share Information | p. 33 |
| Serve as a Conduit for Convincing Others about the Merits of the New System | p. 33 |
| Pilot Test the System Components | p. 33 |
| Realistically Assess the Organization's Appetite for Performance Management | p. 34 |
| Plan the Communication Strategy | p. 35 |
| A Model Performance Management Process | p. 37 |
| Step 1 Leaders Set Organization, Division, and Department Goals | p. 40 |
| Step 2 Managers and Employees Set Objectives and Discuss Behavioral Expectations | p. 43 |
| Step 3 Managers and Employees Hold Ongoing Performance Discussions | p. 44 |
| Step 4 Employees Provide Input on Own Perceptions of Performance | p. 53 |
| Step 5 Knowledgeable Rating Sources Provide Input on Employee Performance | p. 58 |
| Step 6 Managers Rate Performance | p. 62 |
| Common Rating Errors Managers Make When Evaluating Performance | p. 66 |
| Addressing Rating Leniency | p. 67 |
| Narratives to Support Ratings | p. 73 |
| Step 7 Managers and Employees Hold Formal Review Sessions | p. 75 |
| Step 8 HR Decisions are Made - Pay, Promotion, Termination | p. 83 |
| Practical Training Exercises | p. 86 |
| Performance Management System Implementation | p. 103 |
| Automation of Performance Management Processes | p. 104 |
| Functionality Provided by Automated Systems | p. 105 |
| Buy versus Build Decision | p. 108 |
| Potential Consequences of Automation | p. 109 |
| Implement an Appeals Process | p. 111 |
| Pilot Test | p. 111 |
| Train Employees and Managers | p. 112 |
| Evaluate and Continually Improve the System | p. 116 |
| Assess Quality Using a Formal Performance Management Review | p. 116 |
| Assess Alignment with Related HR Decisions | p. 116 |
| Evaluate User Reactions | p. 117 |
| Practical Exercise | p. 120 |
| How to Develop Solid Performance Measures | p. 121 |
| Legal Requirements | p. 123 |
| Adverse Impact | p. 128 |
| Validity | p. 130 |
| Developing Objectives and Measuring Results | p. 133 |
| Linking Individual Objectives to Higher-Level Goals | p. 133 |
| Identifying Individual Objectives | p. 135 |
| Ensuring Expected Results of Objectives are Measurable | p. 137 |
| Overcoming Challenges in Using Individual Objectives for Performance Management | p. 141 |
| Setting Objectives Collaboratively with Staff | p. 145 |
| The Bottom Line | p. 147 |
| Practical Exercises | p. 148 |
| Developing Behavioral Performance Standards | p. 153 |
| How Many Competencies? | p. 155 |
| How Customized Should Performance Standards Be? | p. 157 |
| How Much Customization for Different Jobs? | p. 157 |
| How Many Effectiveness Levels? | p. 159 |
| How Many Job Levels? | p. 162 |
| An Efficient Approach to Developing Competencies and Performance Standards | p. 168 |
| Step 1 Develop Competencies Defined by Important Work Behaviors | p. 168 |
| Step 2 Validate Competency Model | p. 170 |
| Step 3 Develop and Confirm Appropriateness of Performance Standards | p. 176 |
| Weighting Competencies | p. 180 |
| The Bottom Line | p. 181 |
| Conclusion | p. 183 |
| Notes | p. 185 |
| Author Index | p. 191 |
| Subject Index | p. 193 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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