There has been a shift in HR from performance appraisal to performance management. A new volume in the SIOP Professional Practice Series, this book contains a broad range of performance management topics, offers recommendations grounded in research, and many examples from a variety of organizations. In addition to offering state-of-the-art descriptions of performance management needs and solutions, this book provides empirical bases for recommendations, demonstrates how performance management tracks and helps promote organizational change, and exams critical issues. This book makes an ideal…mehr
There has been a shift in HR from performance appraisal to performance management. A new volume in the SIOP Professional Practice Series, this book contains a broad range of performance management topics, offers recommendations grounded in research, and many examples from a variety of organizations. In addition to offering state-of-the-art descriptions of performance management needs and solutions, this book provides empirical bases for recommendations, demonstrates how performance management tracks and helps promote organizational change, and exams critical issues. This book makes an ideal resource for I/O psychologists, HR professionals, and consultants. "In this comprehensive and timely volume, Smither and London assemble an exceptional collection of chapters on topics spanning the entire performance management process. Written by leading researchers and practitioners in the field, these chapters draw on years of research and offer a blueprint for implementing effective performance management systems in organizations. This volume is a 'must-read' for all those interested in performance management." -- John W. Fleenor, Ph.D., research director, Center for Creative LeadershipHinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
James W. Smither, Ph.D. is professor and Lindback Chair of Business Administration at LaSalle University. He has consulted for organizations such as JP Morgan Chase, BAE Systems, Prudential Securities, HotJobs.com, AT&T, Lucent Technologies, Deloitte & Touche, and United Airlines. He also has published over 30 scholarly articles and chapters and his research has been published in top-tier journals such as Personnel Psychology, Journal of Applied Psychology, and Organizational Behavior and Human Decision Processes. He is the editor of popular Performance Appraisals (1998, J-B). Manuel London, Ph.D., is Director of the Center for Human Resource Management at Stony Brook University. He recently combined his interests in organization and individual assessment and development in his book, Leadership Development (LEA) and received the Book Award from the Society for Human Resource Management for Change Agents (J-B). London has been a member of several editorial boards, including the Journal of Applied Psychology; Personnel Psychology; Journal of Management; and Academy of Management Review.
Inhaltsangabe
Foreword xiii Introduction xv The Authors xxi 1 An Expanded View of Performance Management 1 Herman Aguinis 2 Aligning Performance Management with Organizational Strategy, Values, and Goals 45 William A. Schiemann 3 Practical Applications of Goal-Setting Theory to Performance Management 89 Peter A. Heslin, Jay B. Carson, and Don Vande Walle 4 Coaching and Performance Management: How Can Organizations Get the Greatest Value? 115 David B. Peterson 5 The Role of On-the-Job and Informal Development in Performance Management 157 Paul Squires 6 Managing Team Performance in Complex Settings: Research-Based Best Practices 197 Eduardo Salas, Sallie J. Weaver, Michael A. Rosen, and Kimberly A. Smith-Jentsch 7 CEO Performance Management 233 Edward M. Mone 8 Performance Management in Multi-National Companies 271 David V. Day and Gary J. Greguras 9 Managing Contextual Performance 297 Richard R. Reilly and Zvi H. Aronson 10 Using Performance Management As a Learning Tool 329 Valerie I. Sessa, Christopher Pingor, and Jennifer Bragger 11 Diagnosing, Understanding, and Dealing with Counterproductive Work Behavior 359 Leanne Atwater and Teri Elkins 12 Forced Rankings: Pros, Cons, and Practices 411 Peter G. Dominick 13 Technology and Performance Management: What Role Does Technology Play in Performance Management? 445 Autumn D. Krauss and Lori Anderson Snyder 14 Authentic Performance: The Valuation of Behavior as a Negotiated Business Outcome 491 Thomas Diamante 15 Assessing Performance Management Programs and Policies 527 Stanley B. Silverman and Wendy M. Muller 16 Performance Management of the Future 555 Nancy T. Tippins and Susan H. Coverdale 17 Best Practices in Performance Management 585 James W. Smither and Manuel London Name Index 627 Subject Index 645 The Editors 667
Foreword xiii Introduction xv The Authors xxi 1 An Expanded View of Performance Management 1 Herman Aguinis 2 Aligning Performance Management with Organizational Strategy, Values, and Goals 45 William A. Schiemann 3 Practical Applications of Goal-Setting Theory to Performance Management 89 Peter A. Heslin, Jay B. Carson, and Don Vande Walle 4 Coaching and Performance Management: How Can Organizations Get the Greatest Value? 115 David B. Peterson 5 The Role of On-the-Job and Informal Development in Performance Management 157 Paul Squires 6 Managing Team Performance in Complex Settings: Research-Based Best Practices 197 Eduardo Salas, Sallie J. Weaver, Michael A. Rosen, and Kimberly A. Smith-Jentsch 7 CEO Performance Management 233 Edward M. Mone 8 Performance Management in Multi-National Companies 271 David V. Day and Gary J. Greguras 9 Managing Contextual Performance 297 Richard R. Reilly and Zvi H. Aronson 10 Using Performance Management As a Learning Tool 329 Valerie I. Sessa, Christopher Pingor, and Jennifer Bragger 11 Diagnosing, Understanding, and Dealing with Counterproductive Work Behavior 359 Leanne Atwater and Teri Elkins 12 Forced Rankings: Pros, Cons, and Practices 411 Peter G. Dominick 13 Technology and Performance Management: What Role Does Technology Play in Performance Management? 445 Autumn D. Krauss and Lori Anderson Snyder 14 Authentic Performance: The Valuation of Behavior as a Negotiated Business Outcome 491 Thomas Diamante 15 Assessing Performance Management Programs and Policies 527 Stanley B. Silverman and Wendy M. Muller 16 Performance Management of the Future 555 Nancy T. Tippins and Susan H. Coverdale 17 Best Practices in Performance Management 585 James W. Smither and Manuel London Name Index 627 Subject Index 645 The Editors 667
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