Performance Management

There has been a shift in HR from performance appraisal to performance management. A new volume in the SIOP Professional Practice Series, this book contains a broad range of performance management topics, offers recommendations grounded in research, and many examples from a variety of organizations. In addition to offering state-of-the-art descriptions of performance management needs and solutions, this book provides empirical bases for recommendations, demonstrates how performance management tracks and helps promote organizational change, and exams critical issues. This book makes an ideal resource for I/O psychologists, HR professionals, and consultants.

"In this comprehensive and timely volume, Smither and London assemble an exceptional collection of chapters on topics spanning the entire performance management process. Written by leading researchers and practitioners in the field, these chapters draw on years of research and offer a blueprint for implementing effective performance management systems in organizations. This volume is a 'must-read' for all those interested in performance management."
—John W. Fleenor, Ph.D., research director, Center for Creative Leadership

Foreword xiii

Introduction xv

The Authors xxi

1 An Expanded View of Performance Management 1
Herman Aguinis

2 Aligning Performance Management with Organizational Strategy, Values, and Goals 45
William A. Schiemann

3 Practical Applications of Goal-Setting Theory to Performance Management 89
Peter A. Heslin, Jay B. Carson, and Don Vande Walle

4 Coaching and Performance Management: How Can Organizations Get the Greatest Value? 115
David B. Peterson

5 The Role of On-the-Job and Informal Development in Performance Management 157
Paul Squires

6 Managing Team Performance in Complex Settings: Research-Based Best Practices 197
Eduardo Salas, Sallie J. Weaver, Michael A. Rosen, and Kimberly A. Smith-Jentsch

7 CEO Performance Management 233
Edward M. Mone

8 Performance Management in Multi-National Companies 271
David V. Day and Gary J. Greguras

9 Managing Contextual Performance 297
Richard R. Reilly and Zvi H. Aronson

10 Using Performance Management As a Learning Tool 329
Valerie I. Sessa, Christopher Pingor, and Jennifer Bragger

11 Diagnosing, Understanding, and Dealing with Counterproductive Work Behavior 359
Leanne Atwater and Teri Elkins

12 Forced Rankings: Pros, Cons, and Practices 411
Peter G. Dominick

13 Technology and Performance Management: What Role Does Technology Play in Performance Management? 445
Autumn D. Krauss and Lori Anderson Snyder

14 Authentic Performance: The Valuation of Behavior as a Negotiated Business Outcome 491
Thomas Diamante

15 Assessing Performance Management Programs and Policies 527
Stanley B. Silverman and Wendy M. Muller

16 Performance Management of the Future 555
Nancy T. Tippins and Susan H. Coverdale

17 Best Practices in Performance Management 585
James W. Smither and Manuel London

Name Index 627

Subject Index 645

The Editors 667

James W. Smither, Ph.D. is professor and Lindback Chair of Business Administration at LaSalle University. He has consulted for organizations such as JP Morgan Chase, BAE Systems, Prudential Securities, HotJobs.com, AT&T, Lucent Technologies, Deloitte & Touche, and United Airlines. He also has published over 30 scholarly articles and chapters and his research has been published in top-tier journals such as Personnel Psychology, Journal of Applied Psychology, and Organizational Behavior and Human Decision Processes. He is the editor of popular Performance Appraisals (1998, J-B).

Manuel London, Ph.D., is Director of the Center for Human Resource Management at Stony Brook University. He recently combined his interests in organization and individual assessment and development in his book, Leadership Development (LEA) and received the Book Award from the Society for Human Resource Management for Change Agents (J-B). London has been a member of several editorial boards, including the Journal of Applied Psychology; Personnel Psychology; Journal of Management; and Academy of Management Review.

Performance Management: Putting Research into Action

The typical performance appraisal process puts the emphasis on an annual evaluation of employee performance. Performance management shifts the focus 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.

Performance Management—a volume in the SIOP Professional Practice Series—offers a compendium of the most current thinking, strategies, and best practices in performance management written by leading academics, practitioners, consultants, and researchers in the field. The book's seventeen chapters include an introduction of the concepts and issues, a review of theory and research, evidence-based best practices, dozens of illustrative examples as well as information on future directions, opportunities, and challenges.

Written for human resource managers, consultants, and line managers, this important resource contains a wealth of information for implementing an effective performance management system. The book includes information on the:

• 14 features that help define a successful performance management system

• 7 drivers of alignment including the relationship between alignment and financial performance

• 5 factors that affect the impact of goal setting

• 11 steps to maximize the value of external coaches

• CEO and board performance management process

• 8 dimensions of national culture that shape performance management processes

• Role of technology in developing and using a performance management system

• 6 assessment points that can be embedded in a comprehensive performance management system

• And much more

The contributors offer HR professionals a comprehensive jargon-free understanding of the most recent research, proven practices, and lessons learned on performance management.

Performance Management Putting Research into Action

The typical performance appraisal process puts the emphasis on an annual evaluation of employee performance. Performance management shifts the focus 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.

Performance Management—a volume in the SIOP Professional Practice Series—offers a compendium of the most current thinking, strategies, and best practices in performance management written by leading academics, practitioners, consultants, and researchers in the field. The book's seventeen chapters include an introduction of the concepts and issues, a review of theory and research, evidence-based best practices, dozens of illustrative examples as well as information on future directions, opportunities, and challenges.

Written for human resource managers, consultants, and line managers, this important resource contains a wealth of information for implementing an effective performance management system. The book includes information on the:

• 14 features that help define a successful performance management system
• 7 drivers of alignment including the relationship between alignment and financial performance
• 5 factors that affect the impact of goal setting
• 11 steps to maximize the value of external coaches
• CEO and board performance management process
• 8 dimensions of national culture that shape performance management processes
• Role of technology in developing and using a performance management system
• 6 assessment points that can be embedded in a comprehensive performance management system
• And much more

The contributors offer HR professionals a comprehensive jargon-free understanding of the most recent research, proven practices, and lessons learned on performance management.