{"product_id":"performance-management-for-dummies-isbn-9781119557654","title":"Performance Management For Dummies","description":"\u003cp\u003e\u003cb\u003eImplement best-in-class performance management systems\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003ePerformance Management For Dummies \u003c\/i\u003eis the definitive guide to infuse performance management with your organization's strategic goals and priorities. It provides the nuts and bolts of how to define and measure performance in terms of what employees do (i.e., behaviors) and the outcome of what they do (i.e., results) —both for individual employees as well as teams.\u003c\/p\u003e \u003cp\u003eInside, you’ll find a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve and how, and ensure they're growing with the organization—and helping the organization succeed. Plus, it’ll show managers to C-Suites how to use performance management not just as an evaluation tool but, just as importantly, to help employees grow and improve on an ongoing basis so they are capable and motivated to support the organization’s strategic objectives.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eUnderstand if your performance management system is working\u003c\/li\u003e \u003cli\u003eMake fixes where needed\u003c\/li\u003e \u003cli\u003eGet performance evaluation forms, interview protocols, and scripts for feedback meetings\u003c\/li\u003e \u003cli\u003eGrasp why people make some businesses more successful than others\u003c\/li\u003e \u003cli\u003eMake performance management a useful rather than painful management tool\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eGet ready to define performance, measure it, help employees improve it, and align employee performance with the strategic goals and priorities of your organization.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIntroduction 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAbout This Book 2\u003c\/p\u003e \u003cp\u003eFoolish Assumptions 3\u003c\/p\u003e \u003cp\u003eIcons Used in This Book 3\u003c\/p\u003e \u003cp\u003eBeyond the Book 3\u003c\/p\u003e \u003cp\u003eWhere to Go from Here 4\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 1: Getting Started with Performance Management 5\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Introducing Performance Management\u003c\/b\u003e\u003cb\u003e 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy Do You Need Performance Management? To Succeed (of Course) 8\u003c\/p\u003e \u003cp\u003eWhy performance management is alive and well 8\u003c\/p\u003e \u003cp\u003eImagining an organization without performance management 10\u003c\/p\u003e \u003cp\u003eMaking Performance Management Work in Your Business 10\u003c\/p\u003e \u003cp\u003eDistinguishing performance management from performance appraisal 10\u003c\/p\u003e \u003cp\u003eAdapting performance management to today’s reality 11\u003c\/p\u003e \u003cp\u003eAdapting performance management for different generations 14\u003c\/p\u003e \u003cp\u003eDesigning and Implementing a Performance Management System 14\u003c\/p\u003e \u003cp\u003eStep 1: Establishing prerequisites 15\u003c\/p\u003e \u003cp\u003eStep 2: Planning performance 20\u003c\/p\u003e \u003cp\u003eStep 3: Executing performance 22\u003c\/p\u003e \u003cp\u003eStep 4: Assessing performance 23\u003c\/p\u003e \u003cp\u003eStep 5: Reviewing performance 25\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Making the Case for Performance Management\u003c\/b\u003e\u003cb\u003e 29\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing Performance Management to Achieve Multiple Purposes 30\u003c\/p\u003e \u003cp\u003eStrategic objectives 30\u003c\/p\u003e \u003cp\u003eAdministrative objectives 30\u003c\/p\u003e \u003cp\u003eInformational objectives 30\u003c\/p\u003e \u003cp\u003eDevelopmental objectives 31\u003c\/p\u003e \u003cp\u003eOrganizational maintenance objectives 31\u003c\/p\u003e \u003cp\u003eDocumentation objectives 33\u003c\/p\u003e \u003cp\u003eAnswering the “What’s in It for Me” Question 33\u003c\/p\u003e \u003cp\u003eConvincing top management of performance management’s value 34\u003c\/p\u003e \u003cp\u003eBuilding support in the entire organization 34\u003c\/p\u003e \u003cp\u003eRealizing the awesome benefits of performance management 36\u003c\/p\u003e \u003cp\u003eWhat an Ideal Performance Management System Looks Like 39\u003c\/p\u003e \u003cp\u003eContextual issues: Making everything fit 39\u003c\/p\u003e \u003cp\u003ePractical issues: Striving for effectiveness and fairness 41\u003c\/p\u003e \u003cp\u003eTechnical issues: Sweating the details 42\u003c\/p\u003e \u003cp\u003eTaking Care of Talent Management Functions 45\u003c\/p\u003e \u003cp\u003eTraining and development 45\u003c\/p\u003e \u003cp\u003eWorkforce planning 46\u003c\/p\u003e \u003cp\u003eCompensation 46\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Designing and Implementing Effective Performance Management\u003c\/b\u003e\u003cb\u003e 47\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEnsuring Performance Management Delivers Strategic Value 48\u003c\/p\u003e \u003cp\u003eKey ingredients of a strategic recipe 48\u003c\/p\u003e \u003cp\u003eMaking performance management strategic 49\u003c\/p\u003e \u003cp\u003eDeveloping Performance Management Leadership Skills 50\u003c\/p\u003e \u003cp\u003eBecoming an effective coach 51\u003c\/p\u003e \u003cp\u003eGiving effective feedback 52\u003c\/p\u003e \u003cp\u003eDefining and Measuring Performance 54\u003c\/p\u003e \u003cp\u003eMeasuring performance as behaviors 55\u003c\/p\u003e \u003cp\u003eMeasuring performance as results 55\u003c\/p\u003e \u003cp\u003eDeveloping Employee Performance 56\u003c\/p\u003e \u003cp\u003eCreating development plans 56\u003c\/p\u003e \u003cp\u003eImplementing development plans 57\u003c\/p\u003e \u003cp\u003eAssessing Performance Management Effectiveness 57\u003c\/p\u003e \u003cp\u003eUsing quantitative measures 58\u003c\/p\u003e \u003cp\u003eUsing qualitative measures 58\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Anticipating and Minimizing Negative Consequences 61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAnticipating Damage Caused by Flawed Performance Management 63\u003c\/p\u003e \u003cp\u003eDamage caused to employees 63\u003c\/p\u003e \u003cp\u003eDamage caused to managers 63\u003c\/p\u003e \u003cp\u003eDamage caused to relationships 63\u003c\/p\u003e \u003cp\u003eDamage caused to the organization 64\u003c\/p\u003e \u003cp\u003eLearning from Flawed Performance Ratings 64\u003c\/p\u003e \u003cp\u003eWhy Performance Ratings Are Here to Stay 65\u003c\/p\u003e \u003cp\u003eSetting Up an Appeals Process 66\u003c\/p\u003e \u003cp\u003eDealing with judgmental and administrative issues 66\u003c\/p\u003e \u003cp\u003eSetting up a three-level appeals process 67\u003c\/p\u003e \u003cp\u003eSetting Up a Communication Plan and Dealing with Resistance to Change 70\u003c\/p\u003e \u003cp\u003eQuestions that your communication plan should answer 70\u003c\/p\u003e \u003cp\u003eDealing with cognitive biases 73\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 2: Designing an Effective Performance Management System 77\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Delivering Strategic Business Results\u003c\/b\u003e\u003cb\u003e 79\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLinking Performance Management with Strategic Business Objectives 80\u003c\/p\u003e \u003cp\u003eMaking sure the strategic plan does what it is supposed to do 80\u003c\/p\u003e \u003cp\u003eMaking sure HR does what it is supposed to do 84\u003c\/p\u003e \u003cp\u003eConducting an External and Internal Analysis of Strengths, Weaknesses, Opportunities, and Threats 86\u003c\/p\u003e \u003cp\u003eAnalyzing the external environment 86\u003c\/p\u003e \u003cp\u003eAnalyzing the internal environment 88\u003c\/p\u003e \u003cp\u003eConducting a gap analysis 89\u003c\/p\u003e \u003cp\u003eCreating and Understanding Your Organization’s Mission and Vision 91\u003c\/p\u003e \u003cp\u003eCreating your mission 91\u003c\/p\u003e \u003cp\u003eCreating your vision 91\u003c\/p\u003e \u003cp\u003eSetting Up Objectives and Strategies Based on Your Mission and Vision 94\u003c\/p\u003e \u003cp\u003eSetting up objectives 95\u003c\/p\u003e \u003cp\u003eSetting up strategies 96\u003c\/p\u003e \u003cp\u003eLinking Your Organization’s and Unit’s Strategic Plans with Job Descriptions 96\u003c\/p\u003e \u003cp\u003eLinking the strategy of the organization and its units 97\u003c\/p\u003e \u003cp\u003eLinking the organization and units with job descriptions 98\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: Becoming a Performance Management Leader\u003c\/b\u003e\u003cb\u003e 101\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBecoming an Effective Coach 101\u003c\/p\u003e \u003cp\u003eFour guiding principles of effective coaches 102\u003c\/p\u003e \u003cp\u003eSeven behaviors of effective coaches 103\u003c\/p\u003e \u003cp\u003eUnderstanding your coaching style 105\u003c\/p\u003e \u003cp\u003eObserving and Documenting Performance 106\u003c\/p\u003e \u003cp\u003eWhy documenting performance is so important 108\u003c\/p\u003e \u003cp\u003eDocumenting performance accurately 109\u003c\/p\u003e \u003cp\u003eGiving Feedback Effectively 110\u003c\/p\u003e \u003cp\u003eMaking sure feedback serves a purpose 110\u003c\/p\u003e \u003cp\u003eAvoiding the very high cost of NOT providing feedback 111\u003c\/p\u003e \u003cp\u003eMaking sure feedback is beneficial 112\u003c\/p\u003e \u003cp\u003eAn example of effective feedback 113\u003c\/p\u003e \u003cp\u003eGiving praise 115\u003c\/p\u003e \u003cp\u003eAn example of effective praise 115\u003c\/p\u003e \u003cp\u003eGiving constructive feedback 116\u003c\/p\u003e \u003cp\u003eGiving feedback to Millennials, Post Millennials, and Baby Boomers 118\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: Defining Performance\u003c\/b\u003e\u003cb\u003e 121\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePerformance is All about Behaviors and Results 121\u003c\/p\u003e \u003cp\u003eDefining performance as behaviors 122\u003c\/p\u003e \u003cp\u003eDefining performance as results 123\u003c\/p\u003e \u003cp\u003eCauses for Excellent and Poor Performance 123\u003c\/p\u003e \u003cp\u003eHow individual differences affect performance 124\u003c\/p\u003e \u003cp\u003eHow knowledge and skills affect performance 126\u003c\/p\u003e \u003cp\u003eHow context affects performance 127\u003c\/p\u003e \u003cp\u003eAnticipating performance problems 129\u003c\/p\u003e \u003cp\u003eFocusing on Four Different Performance Dimensions 130\u003c\/p\u003e \u003cp\u003eTask and contextual performance 131\u003c\/p\u003e \u003cp\u003eKey differences between task and contextual performance 133\u003c\/p\u003e \u003cp\u003eCounterproductive performance 134\u003c\/p\u003e \u003cp\u003eAdaptive performance 136\u003c\/p\u003e \u003cp\u003eWhen to Define Performance as Behaviors or Results and Why 137\u003c\/p\u003e \u003cp\u003eWhen to define performance as behaviors 137\u003c\/p\u003e \u003cp\u003eWhen to define performance as results 138\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Measuring Performance as Results\u003c\/b\u003e\u003cb\u003e 143\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMeasuring Performance as Results 143\u003c\/p\u003e \u003cp\u003eDetermining accountabilities and their importance 144\u003c\/p\u003e \u003cp\u003eDetermining objectives 146\u003c\/p\u003e \u003cp\u003eChoosing a Measurement System Congruent with Context 149\u003c\/p\u003e \u003cp\u003eConsidering the role of organizational culture 149\u003c\/p\u003e \u003cp\u003eConsidering the role of industry trends 150\u003c\/p\u003e \u003cp\u003eConsidering the role of leadership 150\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Measuring Performance as Behaviors\u003c\/b\u003e\u003cb\u003e 151\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMeasuring Competencies 151\u003c\/p\u003e \u003cp\u003eMeasuring two types of competencies 152\u003c\/p\u003e \u003cp\u003eDescribing competencies 154\u003c\/p\u003e \u003cp\u003eMeasuring Behaviors Using Comparative Systems 155\u003c\/p\u003e \u003cp\u003eRank order 155\u003c\/p\u003e \u003cp\u003eAlternation rank order 155\u003c\/p\u003e \u003cp\u003ePaired comparisons 156\u003c\/p\u003e \u003cp\u003eRelative percentile 156\u003c\/p\u003e \u003cp\u003eForced distribution 156\u003c\/p\u003e \u003cp\u003eConsidering Advantages and Disadvantages of Comparative Systems 158\u003c\/p\u003e \u003cp\u003eAnticipating problems caused by forced distributions 159\u003c\/p\u003e \u003cp\u003eUnderstanding the shape of the performance distribution and producing star performers 161\u003c\/p\u003e \u003cp\u003eMeasuring Behaviors Using Absolute Systems 163\u003c\/p\u003e \u003cp\u003eEssays 163\u003c\/p\u003e \u003cp\u003eBehavior checklists 164\u003c\/p\u003e \u003cp\u003eUsing a graphic rating scale system 169\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Using Performance Management Analytics\u003c\/b\u003e\u003cb\u003e 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Jury is Out: All Firms Collect Performance Data 174\u003c\/p\u003e \u003cp\u003eWhy all organizations collect performance data 174\u003c\/p\u003e \u003cp\u003eSetting the evaluation period 176\u003c\/p\u003e \u003cp\u003eIncluding Critical Components in Effective Performance Appraisal Forms 177\u003c\/p\u003e \u003cp\u003eSaying goodbye to paper performance evaluation forms 177\u003c\/p\u003e \u003cp\u003eNine critical components of effective evaluation forms 177\u003c\/p\u003e \u003cp\u003eEvaluating the components of a sample evaluation form 179\u003c\/p\u003e \u003cp\u003eIncluding Critical Characteristics to Make Evaluation Forms Effective 182\u003c\/p\u003e \u003cp\u003eEight critical characteristics of effective evaluation forms 183\u003c\/p\u003e \u003cp\u003eEvaluating the characteristics of a sample evaluation form 184\u003c\/p\u003e \u003cp\u003eComputing Overall Performance Score 185\u003c\/p\u003e \u003cp\u003eUsing judgmental and mechanical procedures to compute overall score 185\u003c\/p\u003e \u003cp\u003eUsing Multiple Performance Touchpoints 189\u003c\/p\u003e \u003cp\u003eUsing supervisors 189\u003c\/p\u003e \u003cp\u003eUsing peers 190\u003c\/p\u003e \u003cp\u003eUsing direct reports 191\u003c\/p\u003e \u003cp\u003eUsing employees themselves 192\u003c\/p\u003e \u003cp\u003eUsing customers 193\u003c\/p\u003e \u003cp\u003eUsing electronic performance monitoring 193\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: Minimizing Rating Distortion\u003c\/b\u003e\u003cb\u003e 197\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDealing with Disagreements across Performance Touchpoints 197\u003c\/p\u003e \u003cp\u003eWhy disagreements across performance touchpoints is not always a problem 198\u003c\/p\u003e \u003cp\u003eDealing with disagreements when giving feedback 198\u003c\/p\u003e \u003cp\u003eMinimizing Intentional Rating Distortion 199\u003c\/p\u003e \u003cp\u003eUnderstanding rater motivation 199\u003c\/p\u003e \u003cp\u003eWhy raters inflate ratings 200\u003c\/p\u003e \u003cp\u003eWhy raters deflate ratings 201\u003c\/p\u003e \u003cp\u003eIncreasing accountability in performance ratings 202\u003c\/p\u003e \u003cp\u003eMinimizing Unintentional Rating Distortion 203\u003c\/p\u003e \u003cp\u003eDesigning rater error training 203\u003c\/p\u003e \u003cp\u003eDesigning frame of reference training 206\u003c\/p\u003e \u003cp\u003eDesigning behavioral observation training 208\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 3: Implementing Performance Management Effectively 209\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: Creating and Implementing Personal Development Plans \u003c\/b\u003e\u003cb\u003e211\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCreating Personal Development Plans 211\u003c\/p\u003e \u003cp\u003eUsing development plans to answer four key career questions 212\u003c\/p\u003e \u003cp\u003eUsing development plans to improve your short- and long-term career goals 212\u003c\/p\u003e \u003cp\u003eUsing development plans for succession planning 214\u003c\/p\u003e \u003cp\u003eSetting your development plan objectives 214\u003c\/p\u003e \u003cp\u003eSetting the content of your development plan 216\u003c\/p\u003e \u003cp\u003eSetting the activities of a development plan 218\u003c\/p\u003e \u003cp\u003eFacilitating Employee Development 221\u003c\/p\u003e \u003cp\u003ePerforming five functions in the development process 223\u003c\/p\u003e \u003cp\u003eUsing the feedforward interview 223\u003c\/p\u003e \u003cp\u003eMotivating supervisors to facilitate employee development 225\u003c\/p\u003e \u003cp\u003eUsing Multisource Feedback Systems in Implementing Development Plans 227\u003c\/p\u003e \u003cp\u003eMaximizing benefits of multisource feedback systems 228\u003c\/p\u003e \u003cp\u003eMinimizing risks of multisource feedback systems 229\u003c\/p\u003e \u003cp\u003eDeciding whether a multisource feedback systems will work in your organization 230\u003c\/p\u003e \u003cp\u003eImplementing a state-of-the-science multisource feedback system 231\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13: Conducting Effective Review, Disciplinary, and Termination Meetings\u003c\/b\u003e\u003cb\u003e 233\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eConducting Effective Review Meetings 234\u003c\/p\u003e \u003cp\u003eSetting up review meetings 234\u003c\/p\u003e \u003cp\u003eImplementing an optimal sequence for review meetings 236\u003c\/p\u003e \u003cp\u003eDealing with employee defensiveness 238\u003c\/p\u003e \u003cp\u003eMaking the Tough Calls: Disciplinary Process and Organizational Exit 241\u003c\/p\u003e \u003cp\u003eOffering decision-making leave 241\u003c\/p\u003e \u003cp\u003eAvoiding five common pitfalls in the disciplinary process 243\u003c\/p\u003e \u003cp\u003eDealing with terminations 244\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14: Implementing Team Performance Management\u003c\/b\u003e\u003cb\u003e 247\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNot All Teams Are Created Equal 248\u003c\/p\u003e \u003cp\u003eReasons why teams exist in all organizations 248\u003c\/p\u003e \u003cp\u003eDesigning a State-of-the Science System 249\u003c\/p\u003e \u003cp\u003eAnticipating dangers of poorly designed systems 250\u003c\/p\u003e \u003cp\u003eSetting necessary conditions for an effective system 251\u003c\/p\u003e \u003cp\u003eImplementing a system for virtual teams 251\u003c\/p\u003e \u003cp\u003eAccountability as a key purpose of team performance management 254\u003c\/p\u003e \u003cp\u003eImplementing a State-of-the-Science System 255\u003c\/p\u003e \u003cp\u003eStep 1: Establishing prerequisites 257\u003c\/p\u003e \u003cp\u003eStep 2: Performance planning 259\u003c\/p\u003e \u003cp\u003eStep 3: Performance execution 260\u003c\/p\u003e \u003cp\u003eStep 4: Performance assessment 261\u003c\/p\u003e \u003cp\u003eStep 5: Performance review 263\u003c\/p\u003e \u003cp\u003eConnecting team performance management with team rewards 265\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15: Evaluating Your System\u003c\/b\u003e\u003cb\u003e 269\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePilot Testing the Performance Management System 269\u003c\/p\u003e \u003cp\u003eReasons for doing a pilot test 270\u003c\/p\u003e \u003cp\u003eSelecting the pilot test group 270\u003c\/p\u003e \u003cp\u003eOngoing Monitoring and Evaluation of the Performance Management System 271\u003c\/p\u003e \u003cp\u003eWhat to measure 272\u003c\/p\u003e \u003cp\u003eHow to measure 273\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 4: Connecting Performance Management with Rewards and the Law 275\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16: Offering Financial and Nonfinancial Rewards\u003c\/b\u003e\u003cb\u003e 277\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNot All Rewards are Created Equal 278\u003c\/p\u003e \u003cp\u003eFinancial rewards 278\u003c\/p\u003e \u003cp\u003eNonfinancial rewards 278\u003c\/p\u003e \u003cp\u003eDifferent Types of Financial Rewards 278\u003c\/p\u003e \u003cp\u003eBase pay 278\u003c\/p\u003e \u003cp\u003eCost-of-living adjustments and contingent pay 279\u003c\/p\u003e \u003cp\u003eShort-term incentives 279\u003c\/p\u003e \u003cp\u003eLong-term incentives 280\u003c\/p\u003e \u003cp\u003eIncome protection 281\u003c\/p\u003e \u003cp\u003eAllowances 281\u003c\/p\u003e \u003cp\u003eDifferent Types of Nonfinancial Rewards 282\u003c\/p\u003e \u003cp\u003eRelational 282\u003c\/p\u003e \u003cp\u003eWork-life focus 283\u003c\/p\u003e \u003cp\u003eLinking Performance Management with Different Types of Rewards 283\u003c\/p\u003e \u003cp\u003eRewards with low dependency on performance management 284\u003c\/p\u003e \u003cp\u003eRewards with high dependency on performance management 284\u003c\/p\u003e \u003cp\u003eRewards with moderate dependency on performance management 285\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17: Setting Up an Effective Pay System\u003c\/b\u003e\u003cb\u003e 287\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSetting Up Traditional and Contingent Pay Plans 287\u003c\/p\u003e \u003cp\u003eTraditional pay plans 288\u003c\/p\u003e \u003cp\u003eContingent pay plans 289\u003c\/p\u003e \u003cp\u003eImplementing Contingent Pay Plans 289\u003c\/p\u003e \u003cp\u003eThe benefits of CP plans 290\u003c\/p\u003e \u003cp\u003eReasons why contingent pay plans fail 291\u003c\/p\u003e \u003cp\u003eSelecting a Contingent Pay Plan 294\u003c\/p\u003e \u003cp\u003eTraditional versus involvement cultures 295\u003c\/p\u003e \u003cp\u003eStrategic direction 296\u003c\/p\u003e \u003cp\u003eWhat pay can and cannot do about improving performance 297\u003c\/p\u003e \u003cp\u003eTurning recognition and other nonfinancial incentives into rewards 301\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18: Staying on the Right Side of the Law\u003c\/b\u003e\u003cb\u003e 305\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eImplementing the Golden Rule 306\u003c\/p\u003e \u003cp\u003eImplementing the golden rule around the world 306\u003c\/p\u003e \u003cp\u003eWhen the golden rule breaks down 306\u003c\/p\u003e \u003cp\u003eSix Legal Principles Affecting Performance Management 307\u003c\/p\u003e \u003cp\u003eEmployment at will 307\u003c\/p\u003e \u003cp\u003eNegligence 308\u003c\/p\u003e \u003cp\u003eDefamation 309\u003c\/p\u003e \u003cp\u003eMisrepresentation 310\u003c\/p\u003e \u003cp\u003eAdverse impact\/unintentional discrimination 311\u003c\/p\u003e \u003cp\u003eIllegal discrimination\/disparate treatment 311\u003c\/p\u003e \u003cp\u003eLaws Affecting Performance Management 313\u003c\/p\u003e \u003cp\u003eLaws affecting performance management around the world 314\u003c\/p\u003e \u003cp\u003eLawful performance management in global organizations 315\u003c\/p\u003e \u003cp\u003ePutting it all together: A legally defensible performance management system 315\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 5: The Part of Tens 317\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19: Ten Reasons for Implementing Effective Performance Management\u003c\/b\u003e\u003cb\u003e 319\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSix Useful Purposes 319\u003c\/p\u003e \u003cp\u003eSelf-Insights, Development, Motivation, and Self-Esteem 320\u003c\/p\u003e \u003cp\u003eBetter Understanding of Job Requirement 320\u003c\/p\u003e \u003cp\u003eMore Employee Engagement and Voice Behavior 321\u003c\/p\u003e \u003cp\u003eImproved Commitment and Decreased Turnover 321\u003c\/p\u003e \u003cp\u003eEarly Detection of Performance Declines and Less Employee Misconduct 321\u003c\/p\u003e \u003cp\u003eDifferentiation between Good and Poor Performers 322\u003c\/p\u003e \u003cp\u003eCommon Understanding of What is Good Performance 322\u003c\/p\u003e \u003cp\u003eMore Fair and Legally Defensible Administrative Decisions 322\u003c\/p\u003e \u003cp\u003eEasier Organizational Change 323\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 20: Ten Key Factors for Delivering Outstanding Results\u003c\/b\u003e\u003cb\u003e 325\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCongruence with Strategy and Context 325\u003c\/p\u003e \u003cp\u003eThoroughness and Inclusiveness 326\u003c\/p\u003e \u003cp\u003eMeaningfulness 326\u003c\/p\u003e \u003cp\u003ePracticality 327\u003c\/p\u003e \u003cp\u003eReliability, Validity, and Specificity 327\u003c\/p\u003e \u003cp\u003eIdentification of Effective and Ineffective Performance 327\u003c\/p\u003e \u003cp\u003eStandardization and Thoroughness 328\u003c\/p\u003e \u003cp\u003eOpenness 328\u003c\/p\u003e \u003cp\u003eCorrectability 328\u003c\/p\u003e \u003cp\u003eAcceptability, Fairness, and Ethicality 329\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 21: Ten Tips for Becoming a Great Performance Management Leader\u003c\/b\u003e\u003cb\u003e 331\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBecome an Effective Coach 331\u003c\/p\u003e \u003cp\u003eDevelop a Good Coaching Relationship and Facilitate Employee Growth 332\u003c\/p\u003e \u003cp\u003eUnderstand Your Own Coaching Style 332\u003c\/p\u003e \u003cp\u003eMake the Employee the Director of Change 333\u003c\/p\u003e \u003cp\u003eLearn How to Evaluate Performance Accurately 333\u003c\/p\u003e \u003cp\u003eDocument Performance Accurately 333\u003c\/p\u003e \u003cp\u003eGive Feedback Effectively 334\u003c\/p\u003e \u003cp\u003eConduct Effective Performance Review Meetings 334\u003c\/p\u003e \u003cp\u003eBe Fair and Direct in the Disciplinary Process 335\u003c\/p\u003e \u003cp\u003eBe Fair and Direct in the Termination Process 335\u003c\/p\u003e \u003cp\u003eIndex 337 \u003c\/p\u003e   \u003cp\u003e\u003cb\u003eHerman Aguinis, PhD,\u003c\/b\u003e is the Avram Tucker Distinguished Scholar and Professor of Management at The George Washington University School of Business in Washington, DC. He's been ranked among the top 100 most prolific and influential business and economics researchers in the world.  \u003c\/p\u003e\u003cul\u003e \u003cli\u003eMeasure results and behaviors\u003c\/li\u003e \u003cli\u003eImplement a performance management system\u003c\/li\u003e \u003cli\u003eCreate a positive culture\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003cb\u003eAlign performance with your organization's goals\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePerformance management is a process to define performance, measure it, and help employees improve it, which enables you to achieve the strategic goals and objectives of your organization. Oh, and did we mention that it can also eliminate the dreaded annual performance review? This book is your step-by-step guide to designing and implementing a state-of-the-science performance management system in your business. You'll learn to develop it, assess how it's working, improve your leadership skills, and help your employees grow.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eInside...\u003c\/b\u003e\u003c\/p\u003e \u003cul\u003e \u003cli\u003eTailoring PM to your business\u003c\/li\u003e \u003cli\u003eUsing PM with other HR functions\u003c\/li\u003e \u003cli\u003eMeasuring behavior and results\u003c\/li\u003e \u003cli\u003eBeing an effective PM leader\u003c\/li\u003e \u003cli\u003eUsing PM analytics\u003c\/li\u003e \u003cli\u003eImplementing PM with teams\u003c\/li\u003e \u003cli\u003eComplying with the law\u003c\/li\u003e \u003c\/ul\u003e","brand":"For Dummies","offers":[{"title":"Default Title","offer_id":47989764849893,"sku":"NP9781119557654","price":29.99,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119557654.jpg?v=1761785391","url":"https:\/\/k12savings.com\/es\/products\/performance-management-for-dummies-isbn-9781119557654","provider":"K12savings","version":"1.0","type":"link"}