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|a UAMI
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|a Bussin, Mark.
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|a Performance Management Handbook for Emerging Markets.
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|a Randburg :
|b Knowres Publishing,
|c 2013.
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|a 1 online resource (228 pages)
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|a text
|b txt
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|a online resource
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|a Cover; TABLE OF CONTENTS; SOURCING OF FIGURES AND DIAGRAMS; ABOUT THE AUTHOR; LIST OF CONTRIBUTORS; PROLOGUE AND PREAMBLE; 1 INTRODUCTION AND CONTEXT; 1.1 INTRODUCTION; 1.2 EMERGING MARKETS AND THE GLOBAL, COMPETITIVE MARKETPLACE; 1.3 PERFORMANCE MANAGEMENT IN EMERGING MARKETS; 1.4 THE THREE LEVELS OF PERFORMANCE MANAGEMENT; Figure 1: The context of performance improvement in an organisational setting (Source: Huss); 1.4.1 The organisation level; 1.4.2 The process level; 1.4.3 The individual level; Figure 2: Linking individual performance in an organisational context (Source: Huss).
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|a 1.5 CONCLUSION2 THE PHILOSOPHY OF PERFORMANCE; 2.1 INTRODUCTION; 2.2 WHAT IS PERFORMANCE MANAGEMENT?; 2.3 THE PERFORMANCE MANAGEMENT PROCESS; Figure 3: Performance management process phases (WorldatWork 2007); Figure 4: Relative customer goal alignment at the various organisational levels; 2.3.1 Phase 1: define goals, standards and measures; 2.3.2 Phase 2: provide ongoing coaching and feedback; 2.3.3 Phase 3: conduct performance appraisal and evaluation discussion (the formal process); 2.3.5 Phase 5: the annual development and career opportunities evaluation and discussion; 2.4 CONCLUSION.
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|a 3 MEASUREMENT AND METRICS3.1 INTRODUCTION; 3.2 WHY MEASURE?; 3.3 TRADITIONAL USE OF MEASURES; 3.4 BARRIERS TO MEASUREMENT; 3.5 WHAT TO MEASURE; 3.6 HOW TO USE MEASURES; 3.7 QUANTITATIVE AND QUALITATIVE ISSUES IN MEASURING PERFORMANCE; 3.8 TYPES OF MEASURES; Figure 6: The three types of measures; Figure 7: Where it is desirable to maximise the measure; Figure 8: Where minimum is best; Figure 9: Where desirable attributes trade-off; 3.9 MEASURING TEAM PERFORMANCE; 3.10 HOW TO MEASURE TEAM PERFORMANCE; 3.11 CONCLUSION; 4 THE MEASUREMENT OF HUMAN CAPITAL; 4.1 INTRODUCTION.
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|a 4.2 JOB EVALUATION, COMPETENCE AND PERFORMANCE MEASUREMENTFigure 10: Stakeholder strategy framed with organisational capabilities; 4.3 MANAGING PERFORMANCE; 4.3.1 Value-driven approaches; Figure 11: The generic Porter value chain; Figure 12: 21st Century Pay Solutions Group value proposition; 4.3.2 The balanced scorecard approach; 4.4 BENCHMARKING PERFORMANCE; Figure 13: Saratoga benchmarking for human capital; Figure 15: Composite human capital scorecard; Figure 16: Definitions of the measures of the composite human capital scorecard; Figure 17: Human resource measures.
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|a Figure 18: Benchmark profile versus actual values for an organisationFigure 19: Organisational priorities; 4.5 STRATEGIC HUMAN CAPITAL INDICES; Figure 20: Organisational performance report; Figure 21: Trends in human capital indices over time; 4.6 BUSINESS, COST AND PROFIT DRIVERS; 4.6.1 Business drivers; 4.6.2 Cost drivers; 4.6.3 Profit drivers; Figure 22: Impact on bottom line; Figure 23: Detailed illustrative calculations; 4.7 NINE STEPS TO METRICS EXCELLENCE; 4.8 CONCLUSION; 5 DEVELOPING AN OUTPUT-DRIVEN PERFORMANCE PLAN; 5.1 INTRODUCTION; 5.2 PERFORMANCE MANAGEMENT READINESS.
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|a 5.3 goal setting -- what does the customer want?
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|a eBooks on EBSCOhost
|b EBSCO eBook Subscription Academic Collection - Worldwide
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| 650 |
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|a Management by objectives.
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| 650 |
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|a Organizational behavior.
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| 650 |
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|a Performance standards.
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| 650 |
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|a Direction par objectifs.
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| 650 |
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|a Comportement organisationnel.
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| 650 |
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|a Rendement au travail
|x Normes.
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| 650 |
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|a BUSINESS & ECONOMICS
|x Industrial Management.
|2 bisacsh
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| 650 |
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|a BUSINESS & ECONOMICS
|x Management.
|2 bisacsh
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| 650 |
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|a BUSINESS & ECONOMICS
|x Management Science.
|2 bisacsh
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| 650 |
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|a BUSINESS & ECONOMICS
|x Organizational Behavior.
|2 bisacsh
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| 650 |
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|a Management by objectives
|2 fast
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|a Organizational behavior
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|a Performance standards
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|i Print version:
|a Bussin, Mark.
|t Performance Management Handbook for Emerging Markets.
|d Randburg : Knowres Publishing, ©2013
|z 9781869221881
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| 856 |
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