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Performance management systems and strategies /
Performance Management Systems and Strategies aims to provide extensive theoretical knowledge with practical overtones for students, and application-based knowledge for professionals to successfully implement performance management systems and strategies. With such comprehensive knowledge and practi...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Dehli :
Pearson,
2011.
|
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 003 | OCoLC | ||
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| 008 | 130711s2011 ii a o 000 0 eng d | ||
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| 082 | 0 | 4 | |a 658.3 |2 23 |
| 049 | |a UAMI | ||
| 100 | 1 | |a Bhattacharyya, Dipak Kumar. | |
| 245 | 1 | 0 | |a Performance management systems and strategies / |c Dipak Kumar Bhattacharyya. |
| 260 | |a Dehli : |b Pearson, |c 2011. | ||
| 300 | |a 1 online resource (1 volume) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 588 | 0 | |a Online resource; title from title page (viewed June 25, 2013). | |
| 520 | |a Performance Management Systems and Strategies aims to provide extensive theoretical knowledge with practical overtones for students, and application-based knowledge for professionals to successfully implement performance management systems and strategies. With such comprehensive knowledge and practical skills HR students would be able to develop their capabilities as future manager to manage performance in any organization. | ||
| 505 | 0 | |a Cover -- Contents -- Preface -- About the Author -- Chapter 1: Introduction to Performance Management -- Introduction -- History of Human Resource Management Function -- Process of Development in India -- Human Resource Development As a Separate Personnel Discipline -- Performance Management As an HRD Function -- Job Description -- Standards of Performance -- Observation and Feedback -- Performance Appraisal -- Performance Development Plan -- Performance Management Through Continuous Learning -- Definitions and Concepts of Performance Management -- History of Performance Management -- Performance Management As a Management Tool -- Philosophy of Performance Management -- Overview of Performance Management -- Performance Objectives and Standards -- Performance Objectives and Standards-Comparative Analysis of Advantages and Disadvantages -- Characteristics of Performance Objectives -- Some Examples of Performance Objectives -- Points to Be Considered for Developing Performance Objectives -- Standards of Performance -- Relating Performance Standards to the Hierarchical Level -- Checklist for Performance Standards -- Benefits of Performance Management -- Process of Performance Management -- Performance Domains -- Performance Dimensions -- Teamwork Dimensions -- Performance Ethics -- Summary -- Key Words -- General Review Questions -- Critical Review Question -- References -- Further Reading -- Case Study on Performance Management Systems -- Case Study -- Chapter 2: Performance Planning -- Introduction -- Performance Planning Process -- Development and Contents of a Performance Plan -- Performance Planning Steps -- Process of Developing Employee Performance Plans -- Eight-step Model of Elements and Standards of a Performance Plan -- Step 1: Understand the Overall Picture -- Step 2: Identify the Accomplishments at the Work Unit Level. | |
| 505 | 8 | |a Step 3: Identify Individual Accomplishments and Their Integration with the Work Unit Goals -- Step 4: Convert Expected Accomplishments into Performance Elements, Duly Mentioning Their Type and Priority -- Step 5: Determine Work Unit and Individual Measures -- Step 6: Develop Work Unit and Individual Standards -- Step 7: Determine How to Monitor Performance -- Step 8: Check the Performance Plan -- Preparing the Performance Development Plan -- Transition from Individual Performance Plan to Group Performance Plan -- Performance Plan and Role Clarity -- Role Descriptions Template -- Creating Strategic Plans and Their Alignment with the Performance Plans -- Strategy Realization: Essential Elements Through Performance Plans -- Summary -- Key Words -- General Review Questions -- Critical Review Question -- References -- Further Reading -- Case Study -- Chapter 3: Performance Appraisal -- Introduction -- Definitions -- Role of Appraisals in Performance Management -- Process and Methods of Performance Appraisal -- Purposes of Performance Appraisal -- Importance of Performance Appraisal -- Objectives of Performance Appraisal -- Reasons for Failure of Performance Appraisal -- Steps to Performance Appraisal -- Characteristics of an Appraisal System -- Performance Appraisal Design -- Approaches to Performance Appraisal -- Types and Methods of Performance Appraisal -- Traditional Methods -- Straight Ranking Method -- Paired Comparison Techniques -- Man-to-Man Comparison -- Grading Method -- Graphic or Linear Rating Scale -- Example of Graphic Rating Scale -- Forced Choice Description Method -- Forced Distribution Method -- Checklist Method -- Free Easy Method -- Critical Incident Method -- Work Standard Approach -- Group Appraisal Method -- Field Review Method -- Modern Methods -- Appraisal by Results for Management by Objectives -- Advantages -- Disadvantages. | |
| 505 | 8 | |a Steps Followed in MBO Implementation -- Assessment Centre Method -- Human Asset Accounting Method -- Behaviourally Anchored Rating Scales (BARS) -- Behavioural Observation Scales (BOS) -- Mixed Standard Scales -- Behavioural Checklist Method -- The 360-degree Appraisals -- Potential Appraisal -- Techniques of Potential Appraisal -- Components of the Appraisal Format -- Dimension of Personal Attributes -- Biases in Performance Appraisal -- The Halo and Horn Effect -- The Leniency Error -- The Error of Strictness -- The Central Tendency Error -- The Recency Effect -- The Contrast Error -- The Similarity Effect -- Reducing Performance Errors -- Diagnosing Poor Performance -- Improving Motivation -- Summary -- Key Words -- General Review Questions -- Critical Review Question -- References -- Further Reading -- Case Study-1 -- Case Study-2 -- Chapter 4: Performance Management Review -- Introduction -- Definition -- Scope of Performance Review -- Types of Performance Review -- Performance Review Meeting -- Steps in Performance Review -- Before the Performance Review -- During the Performance Review -- After the Performance Review -- Benefits of Performance Review -- Structured Performance Review Process -- Performance Counselling -- Conditions for Effective Performance Counselling -- Different Phases of Performance Counselling -- Performance Counselling Process -- Counselling Interview -- Summary -- Key Words -- General Review Questions -- Critical Review Question -- Further Reading -- Case Study -- Chapter 5: Performance Management Systems -- Introduction -- Importance of PMS -- Features of PMS -- Focus on Objective Setting -- Systems for Review of Objectives -- Developing Personal Improvement Plans -- Training and Development -- Ensuring Formal Appraisal with Feedback -- Compensation Review -- Developing Competence-based Organizational Capability. | |
| 505 | 8 | |a Process of Building PMS -- Dimensions of PMS -- Output or Result Dimensions -- Input Dimension -- Time Dimension -- Focus Dimension -- Conceptual Framework of PMS -- PMS and Organizational Strategy -- Organizational and Social Perspectives of PMS -- Performance Consulting -- Role of Performance Consultants -- The Four Pillars of PMS -- Performance Management Theatre -- Annual Stock-taking of Performance -- E-performance Management -- Performance Prism -- Summary -- Key Words -- General Review Questions -- Critical Review Question -- References -- Case Study -- Chapter 6: Strategic Performance Management -- Introduction -- Definition -- Evolution of Strategic Performance Management -- Characteristics of SPM -- SPM and Generic Strategies -- Performance and Strategy Linkage -- Reward Practices -- Firm Performance -- Purpose of Performance Management Strategy -- The Process of Performance Management Strategy -- Components of Strategic Performance Management Process -- Strategy and Performance Management Cycle -- Dimensions of Linkage Between Individual Performances and Strategy -- Benefits of SPM -- Advantages and Disadvantages of SPM -- Disadvantages of SPM -- SPM and the Balanced Scorecard -- SPM and Metrics -- SPM for Environmental Threats and Risks -- Summary -- Key Words -- General Review Questions -- Critical Review Question -- Further Reading -- Case Study -- Chapter 7: Competency-based Performance Management Systems -- Introduction -- Managerial Skills and Competencies -- Skill Inventories -- Multi-skilling -- Skills for the New Millennium -- Developing Competencies for Effective Performance Management -- Types of Competencies -- Competency Characteristics -- Competency Identification and Assessment Process -- Steps of a Competency Identification Process -- Steps to Introduce Competency-based System -- Advantages of a Competency-based Approach. | |
| 505 | 8 | |a Developing Competency Models -- Examples of HR Competencies -- Competency-based Performance Management Systems -- Essential Elements of Performance-based Competency -- Competency Dictionary -- Summary -- Key Words -- General Review Questions -- Critical Review Question -- References -- Case Study -- Chapter 8: Performance-based Compensation -- Introduction -- Definitions -- Various Concepts of Compensation -- Determining Compensation Through Job Evaluation -- Incentive Schemes -- Performance-related Compensation Design -- Benefits of Performance-based Compensation -- Performance-related Pay -- Problems in Monitoring the PRP -- Selection of Appropriate Performance Appraisal Tools -- Perceptual Differences Between the Managers and the Employees -- Lack of Participation of Employees in Designing PRP -- Compensation Broadbanding Using PMS Results -- Compensation Design Through Skill-based Programmes -- Major Obstacles to the Introduction of Skill-based Pay -- Application of Skill-based Pay -- Competency-based Pay -- Obstacles in Introducing Performance-related Pay -- Performance Guide Charts -- Use of Performance Criteria for Designing Executive Compensation -- Calibration of Executive Compensation to Performance -- Performance Measurement in Executive Incentive Programmes -- Summary -- Key Words -- General Review Questions -- Critical Review Question -- References -- Case Study -- Chapter 9: Performance-based Career Planning, Career Development, and Succession Plans -- Introduction -- Definitions and Concepts -- Important Elements of Career -- Meaning and Overview of Career Development -- Importance of Career Development -- Significance and Advantages of Career Development -- Purposes and Objectives of Career Development -- Types of Career Development Programmes -- Difference Between Career Development and Career Planning. | |
| 590 | |a O'Reilly |b O'Reilly Online Learning: Academic/Public Library Edition | ||
| 650 | 0 | |a Personnel management. | |
| 650 | 0 | |a Performance |x Management. | |
| 650 | 0 | |a Employees |x Rating of. | |
| 650 | 0 | |a Performance technology |x Management. | |
| 650 | 2 | |a Personnel Management | |
| 650 | 6 | |a Personnel |x Direction. | |
| 650 | 6 | |a Rendement au travail |x Gestion. | |
| 650 | 7 | |a Employees |x Rating of |2 fast | |
| 650 | 7 | |a Performance |x Management |2 fast | |
| 650 | 7 | |a Personnel management |2 fast | |
| 776 | 0 | 8 | |i Print version: |z 9781299446748 |
| 856 | 4 | 0 | |u https://learning.oreilly.com/library/view/~/9789332503335/?ar |z Texto completo (Requiere registro previo con correo institucional) |
| 938 | |a ProQuest MyiLibrary Digital eBook Collection |b IDEB |n cis25212961 | ||
| 938 | |a YBP Library Services |b YANK |n 15630612 | ||
| 994 | |a 92 |b IZTAP | ||