Managing employee performance: design and implementation in organizations
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London
Thomson Learning
2002
|
| Ausgabe: | Reprinted |
| Schriftenreihe: | Psychology at work
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | 278 S. |
| ISBN: | 1861527802 |
Internformat
MARC
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Datensatz im Suchindex
| _version_ | 1804130001022353408 |
|---|---|
| adam_text | ^H Contents
List of figures viii
List of tables ix
List of boxes xii
Series editor s preface xiv
1 What is performance management? 1
Factors influencing the introduction of performance
management 2
Perspectives on performance management 10
Performance management: some underlying themes 20
Performance management in practice: survey evidence 24
A concluding comment: does performance management
exist? 29
2 The organizational context I: Vision, mission and strategy 32
Vision, mission and strategy 32
Values 38
The organization s distinctive features 47
Stakeholders 48
A concluding comment 49
3 The organizational context II: Performance . 1
Productivity S2
From productivity to performance •: 9
Organizational performance: a multidimensional concept 61
Performance measurement 64
A concluding comment 67
V
iviaiiagmg employee ptatun nance
4 Individual performance I: Outputs and results 70
Expressing performance requirements: what happens
in practice? 70
Performance as output: some definitions 72
Defining performance by setting goals 78
A concluding comment 91
5 Individual performance II: Behaviour and competencies 93
Performance is behaviour, but is all behaviour
performance? 95
Competences and competencies 100
Expressing performance requirements as behaviours 107
A concluding comment 119
6 Individual performance III: Determinants 121
A theory of performance as behaviour 121
Job context as a determinant of performance 128
A concluding comment 142
7 Reviewing and supporting performance 145
The role of the line manager 146
Performance review 150
Feedback 154
A concluding comment 178
8 Rewarding performance 180
Performance related pay 180
Fairness in performance management 191
Rewards other than pay 196
A concluding comment 201
9 Developing and designing performance management 203
Introducing performance management: evolution and
iteration 205
A concluding comment 227
10 Implementing and managing performance management 229
Experimenting with implementation 230
Communication 234
Does performance management work? 237
Monitoring performance management systems 242
Vi
oumcf no
The impact of performance management on line managers
and employees 245
A concluding comment 252
References 255
Index 276
vii
^M Figures I
1 1 Performance management: planning, improvement
and review 11
1 2 Performance management: planning, assessment and
feedback 13
1.3 Performance management cycles 16
1.4 Employee groups where a large majority is covered by
performance management 26
1.5 Organizations with mission statements 27
1.6 Communication of mission statements 28
2.1 Levels of organizational culture 39
2.2 The stakeholder model 48
4.1 Cascading goals 78
5.1 The McBer job competency assessment process 110
6.1 Determinants of job performance: knowledge, skill and
motivation 122
6.2 Competency causal flow model 127
6.3 Determinants of job performance: person and system
factors 130
6.4 Factors affecting the human performance system 141
7.1 Feedback 156
7.2 Possible relationships between other and self evaluations
of goal progress 162
8.1 Merit pay framework 188
9.1 Designing performance appraisal: a framework for
performance management 206
9.2 A realistic model for performance appraisal system design:
a step bystep approach for performance management 207
9.3 Conflicting interests in performance management 221
H Tables
1.1 Characteristics of excellent companies 6
1.2 Sources of performance appraisal problems 9
1.3 Components of effective performance management 12
1.4 Elements in the performance management system 14
1.5 Integrative models of performance management 17
1.6 Spangenberg s integrated model of performance 21
1.7 Distinguishing characteristics of formal performance
management organizations 30
2.1 Adaptive v. unadaptive corporate cultures 46
3.1 Examples of productivity indices 53
3.2 Examples of input and output indices 53
3.3 Strengths and weaknesses of quality definitions 56
3.4 Different disciplines perspectives on productivity 60
3.5 Criteria of organizational effectiveness 62
3.6 Important purposes for a performance measurement system 65
3.7 An application of the business scorecard 67
3.8 Primary and secondary measures for stakeholder groups
at the Bank of Montreal 68
4.1 Means of expressing performance requirements 71
4.2 Functions of goals 79
4.3 Types of objectives 82
5.1 Examples of contextual performance and organizational
spontaneity 95
5.2 A taxonomy of major performance components 98
5.3 Examples of Woodruffian competencies 101
5.4 Behavioural dimensions 102
5.5 The McBer generic competency model for helping and
human service workers 109
ix
anaging employee performance
5.6 Requirements for good performance criteria 112
5.7 Competencies for job families in changing
environments I: new managerial roles 117
5.8 Competencies for job families in changing
environments II: partners in an accountancy practice 118
6.1 Potential situational (or system) factors 132
6.2 Attributional factors in assessing performance 142
7.1 Units and elements of management competence 146
7.2 Performance criteria for elements of job competence 147
7.3 Definitions of Yukl s managerial practices 148
7.4 Specific behaviours for managerial practices 149
7.5 The McBer general managerial competency model 150
7.6 A managerial competency defined 151
7.7 Sources of feedback, on performance 157
7.8 Extent of feedback from different sources 157
7.9 Diagnosing performance problems 164
7.10 Objections to subordinate (upward) appraisal 166
7.11 Dimensions of managerial behaviour that managers
believe can and cannot be assessed by subordinates 167
7.12 Access to information about task and interpersonal
behaviours and results 168
7.13 Dimensions of service quality 170
8.1 Reasons for introducing performance related pay 181
8.2 The views of Inland Revenue appraisers on the impact of
performance pay on their staff 185
8.3 Inland Revenue employees assessment of their own
motivational responses to performance pay 185
8.4 Operational difficulties associated with performance related
pay 187
8.5 Expectancy theory and performance related pay 189
8.6 Requirements for team based pay 195
8. Examples of non financial rewards ly8
8 8 Common management reward follies iy9
8.9 Obstacles standing in the way of dealing with the reward
folly 201
9.1 Strategic Remuneration Research Centre performance
management diagnostic 214
9.2 Performance diagnosis: enabling questions 215
9.3 Designing a performance management system: a checklist 226
Tables
10.1 Selecting a pilot site 231
10.2 Content of performance management briefing 231
10.3 Content of performance management training for
managers 232
10.4 Content of performance management training tor
employees 233
10.5 Reasons for introducing organizational communication
programmes 236
10.6 Evaluating the performance review/feedback discussion 248
Xi
HH Boxes
1.1 Competitiveness and organizational performance 4
2.1 Definitions of vision, mission and strategy 33
2.2 Example of a mission statement 35
2.3 Example of a strategy statement 36
2.4 Organizational culture and organizational performance 41
2.5 Reasons to doubt the strong culture equals high
performance equation 43
2.6 Cultural orientations 45
2.7 Implications for practice 50
3.1 Improving productivity? Negative effects of downsizing
on performance management 54
3.2 Organizational subsystems 57
3.3 Implications for practice
4.1 Conceptions of performance as output *
4.2 Pritchard s Productivity Measurement and Enhancement
System (ProMES) 75
4.3 The performance agreement or contract °
4.4 SMART goals 84
4.5 Implications for practice
5.1 Conceptions of performance as behaviour
5.2 Definition of a competency as an underlying characteristic
of the person ^
5.3 An example of a McBer competency
5.4 Dimensions of performance effectiveness in a
high involvement work organization *
5.5 A future oriented approach to identifying behavioural
dimensions of performance
5.6 Implications for practice
Boxes
6.1 Implications for practice 143
7.1 Performance monitoring activities 153
7.2 Purposes of progress reviews and personal management
interviews 154
7.3 Potential benefits of self assessment 161
7.4 An early experiment in multiple appraisal 171
7.5 Guidelines for constructing a 360 feedback questionnaire 174
7.6 Guidelines for presenting individual feedback reports 175
117 Potential drawbacks of 360 feedback confidentiality 176
7.8 Supporting development activities 177
7.9 Implications for practice 178
8.1 Acting on justice principles in performance management 194
8.2 Giving rewards 197
8.3 Reward system principles 200
8.4 Implications for practice 202
9.1 Developing criteria of performance management
effectiveness 220
9.2 McGregor s Theory X and Theory Y 223
9.3 Implications for practice 227
10.1 Performance management effectiveness: know how ,
feel good1 and the performance index 240
10.2 Good practice1 review of performance management 244
10.3 A checklist for evaluation 246
10.4 Employee opinions about performance management:
some specimen questions 249
10.5 Implications for practice 253
xiii
|
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| illustrated | Not Illustrated |
| indexdate | 2024-07-09T19:14:05Z |
| institution | BVB |
| isbn | 1861527802 |
| language | English |
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| physical | 278 S. |
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| spelling | Williams, Richard S. 1950- Verfasser (DE-588)105575623X aut Managing employee performance design and implementation in organizations Richard S. Williams Reprinted London Thomson Learning 2002 278 S. txt rdacontent n rdamedia nc rdacarrier Psychology at work Employees Rating of Führung (DE-588)4018776-7 gnd rswk-swf Arbeitsleistung (DE-588)4002719-3 gnd rswk-swf Führung (DE-588)4018776-7 s Arbeitsleistung (DE-588)4002719-3 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010328588&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Williams, Richard S. 1950- Managing employee performance design and implementation in organizations Employees Rating of Führung (DE-588)4018776-7 gnd Arbeitsleistung (DE-588)4002719-3 gnd |
| subject_GND | (DE-588)4018776-7 (DE-588)4002719-3 |
| title | Managing employee performance design and implementation in organizations |
| title_auth | Managing employee performance design and implementation in organizations |
| title_exact_search | Managing employee performance design and implementation in organizations |
| title_full | Managing employee performance design and implementation in organizations Richard S. Williams |
| title_fullStr | Managing employee performance design and implementation in organizations Richard S. Williams |
| title_full_unstemmed | Managing employee performance design and implementation in organizations Richard S. Williams |
| title_short | Managing employee performance |
| title_sort | managing employee performance design and implementation in organizations |
| title_sub | design and implementation in organizations |
| topic | Employees Rating of Führung (DE-588)4018776-7 gnd Arbeitsleistung (DE-588)4002719-3 gnd |
| topic_facet | Employees Rating of Führung Arbeitsleistung |
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