Performance Management E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B SIOP Professional Practice Series
• Sprache: Englisch

Seitenzahl: 1081

Veröffentlichungsjahr: 2009

Beschreibung

There has been a shift in HR from performance appraisal toperformance management. A new volume in the SIOP ProfessionalPractice Series, this book contains a broad range ofperformance management topics, offers recommendations grounded inresearch, and many examples from a variety of organizations. Inaddition to offering state-of-the-art descriptions of performancemanagement needs and solutions, this book provides empirical basesfor recommendations, demonstrates how performance management tracksand helps promote organizational change, and exams critical issues.This book makes an ideal resource for I/O psychologists, HRprofessionals, and consultants. "In this comprehensive and timely volume, Smither and Londonassemble an exceptional collection of chapters on topics spanningthe entire performance management process. Written by leadingresearchers and practitioners in the field, these chapters draw onyears of research and offer a blueprint for implementing effectiveperformance management systems in organizations. This volume is a'must-read' for all those interested in performancemanagement." --John W. Fleenor, Ph.D., research director, Center forCreative Leadership

Leseprobe

Contents

Cover

Contents

Series Page

Editor

Title Page

Copyright

Series Editor

Dedication

Foreword

Introduction

Overview of Chapters

Acknowledgments

The Authors

Chapter 1: An Expanded View of Performance Management

An Expanded View of Performance Management

The Science-Practice Divide and Performance Management

What Is Performance Management?

Performance Management Process

Performance Management Best Practices

Conclusion

References

Chapter 2: Aligning Performance Management with Organizational Strategy, Values, and Goals

Alignment and Performance Management

How Important Is Alignment?

What Drives Alignment?

Impact of Culture

Outreach Airlines: From Strategy to Results

Performance Management Systems: Why Do They Fail?

Putting It All Together

Conclusions

References

Notes

Chapter 3: Practical Applications of Goal-Setting Theory to Performance Management

Goal Commitment

Task Complexity

Goal Framing

Team Goals

Feedback

Conclusion

References

Note

Chapter 4: Coaching and Performance Management: How Can Organizations Get the Greatest Value?

Organizational Approaches to Coaching: Four Stages

A Framework for Coaching and Performance Management

The Manager’s Role

Performance Management vs. Developmental

Coaching

_

The Role of Human Resources and Internal Coaches

The Role of External Coaches

Building a Culture of Coaching and Development

Conclusion

References

Chapter 5: The Role of On-the-Job and Informal Development in Performance Management

Informal Learning and Human Capital

What Is Informal Learning?

Incidence of Informal Training

Methodological Issues Associated with Informal Learning

Characteristics of the Workplace That Enhance Informal Learning

Characteristics of the Worker That Influence Informal Learning

Performance Management, Work and Worker Characteristics

Best Practices in Performance Management and Informal Learning

Informal Learning and Development Planning

Summary

References

Notes

Chapter 6: Managing Team Performance in Complex Settings: Research-Based Best Practices

What Constitutes a Team?

Teams and Performance Management

Conclusions

References

Chapter 7: CEO Performance Management

Introduction

FORTX’s CEO Performance Management Process

The FORTX Process and the State of Practice

Increasing the Effectiveness of the Board of Directors

Summary and Recommendations

References

Chapter 8: Performance Management in Multi-National Companies

Challenges of MNCs

Cultural Dimensions and Implications

The Role of Organizational Culture

Recommendations for Practice

Summary and Conclusions

References

Chapter 9: Managing Contextual Performance

Antecedents of Contextual Performance

Outcomes of Contextual Behavior

Managing Contextual Performance

Recommendations

References

Chapter 10: Using Performance Management As a Learning Tool

The Case

Conclusion

References

Chapter 11: Diagnosing, Understanding, and Dealing with Counterproductive Work Behavior

Introduction

Types of Counterproductive Work Behavior (CWB)

Diagnosing the Causes of CWB

Dealing with Counterproductive Work Behavior

Summary

References

Chapter 12: Forced Rankings: Pros, Cons, and Practices

Defining Forced Ranking

The Pros and Cons of Forced Ranking Systems

Key Implementation Steps

Concluding Comments

References

Notes

Chapter 13: Technology and Performance Management: What Role Does Technology Play in Performance Management?

Technology of the Past: What Role Has Technology Previously Played in Performance Management?

Technology As an Enabler: How Does Technology Support the Goals and Purposes of Performance Management?

Technology’s Role in the Process: How Does Technology Facilitate the Different Components of the Performance Management Process?

Technology As a Challenge: What Complications Does Technology Create in the Performance Management Process?

Taking Technology System-Wide: How Do You Implement a Technology-Based Performance Management System?

Technology Best Practices: What Are the Best Practice Recommendations for Using Technology for Performance Management Purposes?

References

Chapter 14: Authentic Performance: The Valuation of Behavior as a Negotiated Business Outcome-Thomas Diamante

The Valuation of Work Behavior: An Overview

Components of Performance Negotiation

Performance Negotiation: The High Quality Social Exchange

References

Chapter 15: Assessing Performance Management Programs and Policies

Assessing Performance Management Programs

and Policies

Model Overview

Assessment Point 1: Organizational Precursors

Assessment Point 2: Training Evaluation at the Reaction and Learning Levels

Assessment Point 3: Individual Precursors, Time 1

Assessment Point 4: Evaluation at Individual and

Department Levels

Assessment Point 5: Organizational Precursors, Time 2

Assessment Point 6: Individual Precursors, Time 2

Conclusion

References

Chapter 16: Performance Management of the Future

Worker and Workplace Trends

Keeping Performance Management Effective in the 21st Century

Conclusion

References

Chapter 17: Best Practices in Performance Management

What Is Job Performance?

Goals

Feedback

Employee Development

Performance Evaluation

Rewarding Performance

Special Issues in Performance Management

Conclusion

References

Name Index

Subject Index

The Editors

Wiley End User License Agreement

List of Tables

Chapter 2: Aligning Performance Management with Organizational Strategy, Values, and Goals

Table 2.1 Competency Evaluation Worksheet.

Chapter 3: Practical Applications of Goal-Setting Theory to Performance Management

Table 3.1 Empathy Box Analysis Protocol.*

Chapter 4: Coaching and Performance Management: How Can Organizations Get the Greatest Value?

Table 4.1 GAPS Grid with Representative Questions.

Table 4.2 Key Differences Between Performance Management and Development Coaching Conversations.

Table 4.3 Best Practices for Manager-Coaches.

Table 4.4 Best Practices for Building a Culture of Coaching, Learning, and Development.

Chapter 5: The Role of On-the-Job and Informal Development in Performance Management

Table 5.1 Earnings Differential by Education Level.

Table 5.2 Modes of Learning.

Table 5.3 Influences on Informal Learning.

Table 5.4 Four Groups of Work Activities.

Table 5.5 Additional Categories.

Table 5.6 Performance Framework.

Table 5.7 Sample Tasks.

Chapter 6: Managing Team Performance in Complex Settings

Table 6.1 Best practices for performance management of teams.

Chapter 8: Performance Management in Multi-National Companies

Table 8.1 Cultural Dimensions, Descriptions, and Performance Management Implications.

Chapter 9: Managing Contextual Performance

Table 9.1 Contextual Performance and Organizational Citizenship.

Table 9.2 Sample of a Performance Appraisal for Investment Bankers.

Chapter 12: Forced Rankings: Pros, Cons, and Practices

Table 12.1 Rating Distribution Examples.

Chapter 15: Assessing Performance Management Programs and Policies

Table 15.1 Organizational Precursors Items.

Table 15.2 Individual Precursors.

Chapter 16: Performance Management of the Future

Table 16.1 Impetus for Changes to Performance Management Systems.

Chapter 17: Best Practices in Performance Management

Table 17.1 Best Practices in Performance Management.

List of Illustrations

Chapter 1: An Expanded View of Performance Management

Figure 1.1 Flow of the Performance Management Process.

Chapter 2: Aligning Performance Management with Organizational Strategy, Values, and Goals

Figure 2.1 Alignment.

Figure 2.2 Why Strategies and Behavior Disconnect: Percentage of Rater Agreement.*

Figure 2.3 Airline Strategy Pillars.

Figure 2.4 Strategie Value Map.

Figure 2.5 Linking Strategic Scorecard to Accountabilities.

Chapter 9: Managing Contextual Performance

Figure 9.1 Contextual Performance and Organizational Citizenship.

Chapter 10: Using Performance Management As a Learning Tool

Figure 10.1 The Three-Phase Performance Management Process.

Chapter 13: Technology and Performance Management: What Role Does Technology Play in Performance Management?

Figure 13.1 Example of Shared Workspace with Google Apps.

Figure 13.2 Example of Shared Workspace with Microsoft Office Live Workspace.

Chapter 14: Authentic Performance: The Valuation of Behavior as a Negotiated Business Outcome-Thomas Diamante

Figure 14.1 Systemic Model for Performance Negotiation.

Chapter 15: Assessing Performance Management Programs and Policies

Figure 15.1 Performance Management Model.

Figure 15.2 Timeline for Palisades Inc.

Figure 15.3 Sequence of Assessment Points.

Guide

Cover

Contents

Start Reading

Pages

i

ii

iii

iv

v

vi

vii

viii

ix

x

xi

xii

xiii

xiv

xv

xvi

xvii

xviii

xix

xx

xxi

xxii

xxiii

xxiv

xxv

xxvi

xxvii

xxviii

xxix

xxx

xxxi

xxxii

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

38

39

40

41

42

43

44

45

46

47

48

49

50

51

52

53

54

55

56

57

58

59

60

61

62

63

64

65

66

67

69

68

70

71

73

72

74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

91

92

93

94

95

96

97

98

99

100

101

102

103

104

105

106

107

108

109

110

111

112

113

114

115

116

117

118

119

120

121

122

123

124

125

126

127

129

128

130

131

132

133

134

135

136

137

138

139

140

141

142

143

144

145

146

147

148

149

150

151

152

153

154

155

156

157

158

159

160

161

162

163

164

166

165

167

168

169

170

171

172

173

174

175

176

177

178

179

180

181

184

182

183

186

185

187

188

189

190

191

192

193

194

195

196

197

198

199

200

201

210

202

203

204

205

206

207

208

209

211

212

213

214

215

216

217

218

219

220

221

222

223

224

225

226

227

228

229

230

231

233

234

235

236

237

238

239

240

241

243

242

244

245

246

248

247

249

250

251

252

253

254

255

256

257

258

259

260

261

262

263

264

265

266

267

268

269

270

271

272

273

274

278

275

276

277

279

280

281

282

283

284

285

286

287

288

289

290

291

292

293

294

295

296

297

298

299

300

301

302

303

304

305

306

307

308

309

310

311

312

313

314

315

316

317

318

319

320

321

322

323

324

325

326

327

328

329

330

331

332

333

334

335

336

337

338

339

340

341

342

343

344

345

346

347

348

349

350

351

352

353

354

355

356

357

358

359

360

361

362

363

364

365

366

367

368

369

370

371

372

373

374

375

376

377

378

379

380

381

382

383

384

385

386

387

388

389

390

391

392

393

394

395

396

397

398

399

400

401

402

403

404

405

406

407

408

409

410

411

412

413

414

415

416

417

418

419

420

421

422

423

424

425

426

427

428

429

430

431

432

433

434

435

436

437

438

439

440

441

442

443

444

445

446

449

447

448

450

451

452

453

454

455

456

457

458

459

460

461

462

463

464

465

466

467

468

469

470

471

472

473

474

475

476

477

478

479

480

481

482

483

484

485

486

487

488

489

490

491

492

493

494

495

496

497

498

499

500

501

502

503

504

505

506

507

508

509

510

511

512

513

514

515

516

517

518

519

520

521

522

523

524

525

526

527

528

529

530

531

532

535

533

534

536

537

538

539

540

541

542

543

544

545

546

547

548

549

550

551

552

553

554

555

556

557

558

559

560

561

562

563

564

565

566

567

568

569

570

571

572

573

574

575

576

577

578

579

580

581

582

583

584

585

586

587

588

589

590

591

592

593

594

595

596

597

598

599

600

601

602

603

604

605

606

607

608

609

610

611

612

613

614

615

616

617

618

619

620

621

622

623

624

625

668

The Professional Practice Series

The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice:

Focus on practice, but grounded in science

Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice

Showcase the application of industrial and organizational psychology to solve problems

Document and demonstrate best industrial and organizational-based practices

Stimulate research needed to guide future organizational practice

The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology to solve human-related organizational problems.

Previous Professional Practice Series volumes include:

Published by Jossey-Bass

Customer Service Delivery Lawrence Fogli, Editor

Employment Discrimination Litigation Frank J. Landy, Editor

The Brave New World of eHR Hal G. Gueutal, Dianna L. Stone, Editors

Improving Learning Transfer in Organizations Elwood F. Holton III, Timothy T. Baldwin, Editors

Resizing the Organization Kenneth P. De Meuse, Mitchell Lee Marks, Editors

Implementing Organizational Interventions Jerry W. Hedge, Elaine D. Pulakos, Editors

Organization Development Janine Waclawski, Allan H. Church, Editors

Creating, Implementing, and Managing Effective Training and Development Kurt Kraiger, Editor

The 21st Century Executive Rob Silzer, Editor

Managing Selection in Changing Organizations Jerard F. Kehoe, Editor

Evolving Practices in Human Resource Management Allen I. Kraut, Abraham K. Korman, Editors

Individual Psychological Assessment Richard Jeanneret, Rob Silzer, Editors

Performance Appraisal James W. Smither, Editor

Organizational Surveys Allen I. Kraut, Editor

Employees, Careers, and Job Creating Manuel London, Editor

Published by Guilford Press

Diagnosis for Organizational Change Ann Howard and Associates

Human Dilemmas in Work Organizations Abraham K. Korman and Associates

Diversity in the Workplace Susan E. Jackson and Associates

Working with Organizations and Their People Douglas W. Bray and Associates

Performance Management

Join Us at Josseybass.com

Register at www.josseybass.com/email for more information on our publications, authors, and to receive special offers.

Performance Management

Putting Research into Action

James W. Smither and Manuel London, Editors

Copyright © 2009 by John Wiley & Sons, Inc. All rights reserved.

Published by Jossey-Bass

A Wiley Imprint

989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax [phone], or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax [phone], or online at www.wiley.com/go/permissions.

Readers should be aware that Internet Web sites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Jossey-Bass books and products are available through most bookstores. To contact Jossey-Bass directly call our Customer Care Department within the U.S. at 800-956-7739, outside the U.S. at 317-572-3986, or fax [phone].

Jossey-Bass also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books.

Library of Congress Cataloging-in-Publication Data

Performance management: putting research into action / James W. Smither and Manuel London, editors.

p. cm.—(The professional practice series)

Includes index.

ISBN 978-0-470-19232-0 (cloth)

1. Career development. 2. Employee motivation. I. Smither, James W. II. London, Manuel.

HF5549.5.C35P45 2009

658.3’128—dc22

2009013926

The Professional Practice Series

SERIES EDITORS

Allan H. Church PepsiCo Inc.

Janine Waclawski Pepsi-Cola North America

EDITORIAL BOARD

Timothy T. Baldwin Indiana University, Bloomington

Wayne F. Cascio University of Colorado

Kenneth P. De Meuse University of Wisconsin, Eau Claire

Jerry W. Hedge Personnel Decisions Research Institute, Inc.

Catherine Higgs Allstate Insurance Company

Kenneth Pearlman Lucent Technologies

James W. Smither LaSalle University

Scott I. Tannenbaum State University of New York, Albany

To Robin, Amy, Sean, and my parents

—JWS

To Marilyn, David, Jared

—ML

Foreword

Performance management is one of the cornerstones of Human Resource practice in organizations. No matter where you work, how big or small your organization or how simple or complex the business model, effective performance management is a key requirement if you have any number of employees. It all begins with performance management. Specifically, what are the jobs we need our employees to do, how do we measure their performance in these jobs, and how do we design and implement systems to reinforce performance standards that have been set?

So, before an organization can even begin to think about the more lofty practice areas like individual assessment, talent management, or succession planning it must be able to nail the basics of measuring day-to-day performance. Organizations who set their sights on hiring the best and the brightest and building a diverse work force must first have a crystal clear understanding of what they are hiring people to do and how the will be deemed successful or not. Companies desiring to offer the very best training and development or organization development programs must first be able to assess the requirements of the jobs for which they are training and developing their leaders and managers.

That is why this topic and this volume are so critical to HR, I/O and OD practitioners alike. It is also one of the reasons why Janine and I reached out to Jim and Manny to commission this edition for the SIOP Professional Practice series. Both are excellent researchers, professionals, authors, and editors. Moreover, Jim’s prior SIOP Professional Practice edition on performance appraisal from 1998 was very popular and we wanted them to take the discussion to the next level. With this volume we feel that they certainly have accomplished this mission. Whether it’s very current issues such as the Sarbanes-Oxley Act (SOX), CEO performance management and the role of the Board of Directors in that process, to the potential benefits and costs of instituting a forced ranking system, the content here should be of great benefit to practitioners and managers alike. In addition, Jim and Manny have approached this edition with a very balanced scientist-practitioner perspective, so not only do the chapters cover the current state of the art of performance management, but there is also insight for academics into where future research might be most benefficially directed.

Having evolved from performance appraisal to performance management over the last 10 years the field has indeed shifted in its orientation. This volume displays the very latest thinking from an I/O psychology perspective regarding how you quantify, measure and track performance in organizations. We hope that both practitioners and academics alike find it useful in their work. Our sincerest thanks to Jim and Manny for taking the field to the next level.

May 2009

Allan H. Church

Janine Waclawski

Series Editors

Introduction

Over the past decade or so, the term “performance management” has come to replace the phrase “performance appraisal” in many organizations. Whereas performance appraisal emphasized the (usually annual) evaluation of an employee’s performance, performance management refers to an ongoing process that includes setting (and aligning) goals, coaching and developing employees, providing informal feedback, formally evaluating performance, and linking performance to recognition and rewards. The goal of this ongoing process is to enhance the employee’s performance (as well as job satisfaction and commitment to the organization) and the performance of the organization.

This book contains seventeen chapters. Each offers useful guidelines for practitioners to enhance the quality of performance management systems and processes. The authors offer dozens of real-world examples to illustrate how performance management systems can be effectively designed and implemented. Unlike many “pop” management books, which are often filled merely with personal opinion, the chapters in this book draw on years of empirical research in industrial and organizational psychology. Doing so allows the authors to present evidence-based “best practices” in performance management.