Description
New Frontiers in Performance Management Research offers a comprehensive exploration of the complexities, current evidence-based knowledge, and future research opportunities relating to performance management (PM) systems. The book is organized according to the tasks, people, context, and evaluation components of PM, across 18 different chapters written by experts with deep content knowledge in this area. In addition to these specific content chapters, the book begins with an introductory chapter that includes principles from the editors "PM belief system" that guide the book's overall approach and tone. Among others, these include the need to build a stronger evidence base regarding PM effectiveness and the important goal of integrating extant PM research with relevant ancillary literatures to advance understanding and future work in this area. The concluding chapter of the book synthesizes key contributions from various chapters, highlighting integrative themes such as recognizing the constructed nature of performance, prioritizing PM's strategic purpose, switching up the independent and dependent variables of PM research, and understanding managers' multiple roles within PM. The book aims to propel PM research forward by proposing new ideas, summarizing current scholarly knowledge, and providing evidence-based practices for managers and organizations. Through collaboration with a diverse group of authors, the book offers valuable insights and sets a future research agenda to build a cumulative and conclusive scientific knowledge base about PM, ultimately informing practice and enhancing organizational effectiveness.
Table of Contents
INTRODUCTIONChapter 1. Exploring New Frontiers in Performance Management Research: An IntroductionDeidra J. Schleicher and Heidi M. BaumannSECTION I. THE TASKS OF PMChapter 2. Observing PerformanceStephanie C. Payne, Toby M. Driggs, and Wendy R. BoswellChapter 3. Integrating and Evaluating Performance InformationKevin R. MurphyChapter 4. Setting and Attaining Goals within Performance ManagementGary P. LathamChapter 5. Providing Feedback: Revisiting Assumptions and Moving Towards New InsightsFrederik Anseel and Elad N. SherfChapter 6. Managerial Coaching in Performance ManagementBrodie G. Riordan, Alison L. O'Malley, and Paul E. LevySECTION II. THE PEOPLE OF PMChapter 7. The Role of Managers in PMCorine Boon and Deanne N. Den HartogChapter 8. A Missing Link: Team-based Performance ManagementSusan Mohammed, Destiny Hemsey, Tayana J. Rich, and Hannah StockdaleChapter 9. Senior Executives and Performance Management: The Canaries in the Coalmine?Camilla Ellehave and Dave UlrichChapter 10. New Employee Onboarding and Socialization: Implications for Performance ManagementTalya N. Bauer and Berrin ErdoganChapter 11. Identity-based Bias: A Diversity, Equity, and Inclusion Perspective on Performance ManagementEnrica N. Ruggs and Tiffany L. OwensSECTION III. THE CONTEXT OF PMChapter 12. The Context of Performance Management: A Multiple Layers ExplorationElaine FarndaleChapter 13. A Talent Management View of Performance ManagementDavid G. Collings and John F. McMackinChapter 14. Justice Perceptions in Performance ManagementSylvia G. Roch and Wei Yang SimChapter 15. Performance Management in Cross-Cultural ContextsJulia E. MacGregor, Mina Milosevic, Maha Yomn Sbaa, Lisa A. Steelman, and Richard L. GriffithChapter 16. Innovating Performance Management: Historical Roots, Current Dilemmas, and Future DirectionsPeter Cappelli and Anna A. TavisSECTION IV. THE EVALUATION OF PMChapter 17. The Evidence Base for Performance Management (PM): What Do We Actually "Know" About PM?David W. Sullivan, Junhyok Yim, and Sven KepesChapter 18. Evaluating the Effectiveness of Performance ManagementAngelo S. DeNisiChapter 19. Strategic Performance Management: A Multilevel and Multistakeholder Framework that Enhances Competitive AdvantageRobert E. Ployhart and Angela M. LaneCONCLUSIONChapter 20. Integrative Themes and Future Research Directions in Performance ManagementHeidi M. Baumann and Deidra J. Schleicher
