Managing and measuring employee performance:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London
Kogan Page
c2006
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | VII, 245 S. graph. Darst. |
| ISBN: | 0749444770 |
Internformat
MARC
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| 100 | 1 | |a Houldsworth, Elizabeth |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Managing and measuring employee performance |c Elizabeth Houldsworth and Dilum Jirasinghe |
| 264 | 1 | |a London |b Kogan Page |c c2006 | |
| 300 | |a VII, 245 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
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| 500 | |a Includes bibliographical references and index | ||
| 650 | 4 | |a Performance |x Management | |
| 650 | 4 | |a Performance standards | |
| 650 | 4 | |a Employees |x Rating of | |
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Datensatz im Suchindex
| _version_ | 1804136242203328512 |
|---|---|
| adam_text | m Contents
Preface ix
Acknowledgements x
Introduction 1
Part I: Understanding performance management 3
1. Introduction: the evolution of performance management 5
Tracing the development of performance management 6
An organizing framework for performance management 13
2. Theoretical perspectives on managing performance 15
What is organizational performance? 16
The HRM context of performance management 19
Other influences on the evolution of performance
management 24
3. Performance development versus performance
measurement 33
The business benefit perspective on HR practice 33
The performance development/measurement
framework 36
Codification of experience testing the framework 38
vi Contents __^^_
Part II: Evidence from fieldwork and redrawing the
performance management map 47
4. Line manager survey 49
Design and sample for line manager survey 49
Line manager responses to the survey 51
Conclusions from the line manager survey 60
5. Deepening our understanding through mini
case studies of practice 62
Three contextual themes 63
Five dominant themes around performance
management 64
Summary 74
6. Redrawing the performance management map 76
Redefining performance management realities 76
The antecedents for current performance
management realities 82
7. The secrets of the world s most admired companies
how they implement performance management 85
Key success factors 87
Summary 99
Part III: Managing and measuring performance a guide
to implementing a balanced approach 101
8. Understanding the foundations of integrated
performance management 103
The performance management cycle 103
Designing integrated performance management 107
Performance management building blocks 108
9. Organizational story: the performance
management cycle at BAE Systems 113
Description of performance management at BAE Systems 113
Linking performance management to potential rating, reward,
talent management and leadership development 117
10. Planning performance and measurement based
approaches 120
Linking the strategy to what people do 120
Measures and measurement based approaches 125
Trying to balance measurement and development 131
Contents vii
11. Organizational story: measuring capability at BAT 136
The leadership pipeline at BAT 137
Measuring performance 139
12. Organizational story: measurement using a balanced
scorecard at Lloyds TSB 142
The introduction of the balanced scorecard at
Lloyds TSB 143
The performance management process at Lloyds TSB 144
Managing performance versus measuring performance 146
The speed of cultural change 147
13. Managing performance and development based
approaches 148
How performance management links to development
planning 149
Understanding the manager s impact on
organizational climate 156
The impact of leadership styles 158
Linking performance management to the dimensions of
organizational climate 158
The management capability required to balance
development and measurement approaches 161
14. Organizational story: a focus on development at Belron 169
Climate and leadership styles measurement at Belron 170
The Belron performance management process 174
Development as a KPI (key performance indicator) 176
15. Organizational story: team based performance
management at the Irish Health Service 177
What is team based performance management? 178
Key principles of the Irish Health Service scheme 179
The team based performance management process 180
The key benefits achieved 182
What has been missing? 183
16. Reviewing and rewarding performance 185
The links between performance review and
performance reward background 185
The psychology of a good review 187
The nature and implications of performance rating 190
Trust and the links to pay 196
viii Contents
What are organizations paying for and with what? 198
The total reward dimension 200
17. Organizational story: rewarding development at BAA 202
The technician performance development review 203
Enhanced skills based pay for technicians 204
18. Organizational story: paying for contribution within
the UK Senior Civil Service 207
The performance management process for the SCS 208
Separating the reward element from performance
management 209
19. Future directions and conclusions 213
Performance measurement: future directions 213
Performance development: future directions 216
Conclusions 219
Appendix: Performance measurement/
development audit: a quick self test 224
References 227
Further reading and other sources of information 233
Index 241
|
| adam_txt |
m Contents
Preface ix
Acknowledgements x
Introduction 1
Part I: Understanding performance management 3
1. Introduction: the evolution of performance management 5
Tracing the development of performance management 6
An organizing framework for performance management 13
2. Theoretical perspectives on managing performance 15
What is organizational performance? 16
The HRM context of performance management 19
Other influences on the evolution of performance
management 24
3. Performance development versus performance
measurement 33
The business benefit perspective on HR practice 33
The performance development/measurement
framework 36
Codification of experience testing the framework 38
vi Contents _^^_
Part II: Evidence from fieldwork and redrawing the
performance management map 47
4. Line manager survey 49
Design and sample for line manager survey 49
Line manager responses to the survey 51
Conclusions from the line manager survey 60
5. Deepening our understanding through mini
case studies of practice 62
Three contextual themes 63
Five dominant themes around performance
management 64
Summary 74
6. Redrawing the performance management map 76
Redefining performance management realities 76
The antecedents for current performance
management realities 82
7. The secrets of the world's most admired companies
how they implement performance management 85
Key success factors 87
Summary 99
Part III: Managing and measuring performance a guide
to implementing a balanced approach 101
8. Understanding the foundations of integrated
performance management 103
The performance management cycle 103
Designing integrated performance management 107
Performance management building blocks 108
9. Organizational story: the performance
management cycle at BAE Systems 113
Description of performance management at BAE Systems 113
Linking performance management to potential rating, reward,
talent management and leadership development 117
10. Planning performance and measurement based
approaches 120
Linking the strategy to what people do 120
Measures and measurement based approaches 125
Trying to balance measurement and development 131
Contents vii
11. Organizational story: measuring capability at BAT 136
The leadership pipeline at BAT 137
Measuring performance 139
12. Organizational story: measurement using a balanced
scorecard at Lloyds TSB 142
The introduction of the balanced scorecard at
Lloyds TSB 143
The performance management process at Lloyds TSB 144
Managing performance versus measuring performance 146
The speed of cultural change 147
13. Managing performance and development based
approaches 148
How performance management links to development
planning 149
Understanding the manager's impact on
organizational climate 156
The impact of leadership styles 158
Linking performance management to the dimensions of
organizational climate 158
The management capability required to balance
development and measurement approaches 161
14. Organizational story: a focus on development at Belron 169
Climate and leadership styles measurement at Belron 170
The Belron performance management process 174
Development as a KPI (key performance indicator) 176
15. Organizational story: team based performance
management at the Irish Health Service 177
What is team based performance management? 178
Key principles of the Irish Health Service scheme 179
The team based performance management process 180
The key benefits achieved 182
What has been missing? 183
16. Reviewing and rewarding performance 185
The links between performance review and
performance reward background 185
The psychology of a good review 187
The nature and implications of performance rating 190
Trust and the links to pay 196
viii Contents
What are organizations paying for and with what? 198
The total reward dimension 200
17. Organizational story: rewarding development at BAA 202
The technician performance development review 203
Enhanced skills based pay for technicians 204
18. Organizational story: paying for contribution within
the UK Senior Civil Service 207
The performance management process for the SCS 208
Separating the reward element from performance
management 209
19. Future directions and conclusions 213
Performance measurement: future directions 213
Performance development: future directions 216
Conclusions 219
Appendix: Performance measurement/
development audit: a quick self test 224
References 227
Further reading and other sources of information 233
Index 241 |
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| spelling | Houldsworth, Elizabeth Verfasser aut Managing and measuring employee performance Elizabeth Houldsworth and Dilum Jirasinghe London Kogan Page c2006 VII, 245 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Performance Management Performance standards Employees Rating of Arbeitsleistung (DE-588)4002719-3 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Führung (DE-588)4018776-7 s Arbeitsleistung (DE-588)4002719-3 s DE-604 Jirasinghe, Dilum Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015458445&sequence=000004&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Managing and measuring employee performance |
| title_auth | Managing and measuring employee performance |
| title_exact_search | Managing and measuring employee performance |
| title_exact_search_txtP | Managing and measuring employee performance |
| title_full | Managing and measuring employee performance Elizabeth Houldsworth and Dilum Jirasinghe |
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| title_full_unstemmed | Managing and measuring employee performance Elizabeth Houldsworth and Dilum Jirasinghe |
| title_short | Managing and measuring employee performance |
| title_sort | managing and measuring employee performance |
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