Cargando…
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) |
Tabla de Contenidos:
- 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.
- 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.
- 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.
- 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.
- 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.