Description
Looking for the ultimate book to help reengineer the way your company manages performance? Here is a major work that lays the groundwork for successful change at virtually every step in maximizing individual, team and organizational effectiveness. It is ideal for any manager responsible for performance improvement or human resource development.
The authors, both experienced in competency-based human resource development and management, provide the reader with insight into performance management as a strategic tools and change lever-not a dreaded, bureaucratic hurdle. Readers are empowered to achieve their goals faster and more effectively by mobilizing people with whom they work. Senior human resources and line managers in organizations of all sizes will find answers to many of their most challenging people-related questions in Reengineering Performance Management.
Numerous case studies from companies on the cutting edge of performance management illustrate the major themes of the text. Critically peer reviewed, this book offers the benefit of successful methods that have been tried and tested over the past 50 years, along with the most advanced and up-to-date knowledge in the field of performance management.
Table of Contents
Chapter 1, The End of Performance Management as We Know It, Chapter 2, The Changing Shape of Organizations, Chapter 3, The "How" of Performance, Chapter 4, Planning-Something to Depend On, Chapter 5, Coaching: Mastering Virtual Management, Chapter 6, Making Reviews Productive, Not Painful, Chapter 7, Rewards: The "Why" of Performance, Chapter 8, Culture: The Road to Results, Chapter 9, Teams and Self-Management: Achieving a Balance, Chapter 10, The Genius of Leadership, Chapter 11, Hard-Wiring the Soft Objectives, Chapter 12, Aligning People Strategies for Fast Change that Lasts, Epilogue, Performance Management 2000, Appendix 1, Performance Management Diagnostic Based on Employee Attitudes, Appendix 2, General Process Audit
