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Performance Management For Dummies
Cover of Performance Management For Dummies
Performance Management For Dummies
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Implement best-in-class performance management systems 

Performance Management For Dummies is 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. 

Inside, 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.

  • Understand if your performance management system is working
  • Make fixes where needed
  • Get performance evaluation forms, interview protocols, and scripts for feedback meetings
  • Grasp why people make some businesses more successful than others
  • Make performance management a useful rather than painful management tool 
  • Get ready to define performance, measure it, help employees improve it, and align employee performance with the strategic goals and priorities of your organization.

    Implement best-in-class performance management systems 

    Performance Management For Dummies is 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. 

    Inside, 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.

  • Understand if your performance management system is working
  • Make fixes where needed
  • Get performance evaluation forms, interview protocols, and scripts for feedback meetings
  • Grasp why people make some businesses more successful than others
  • Make performance management a useful rather than painful management tool 
  • Get ready to define performance, measure it, help employees improve it, and align employee performance with the strategic goals and priorities of your organization.

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    Recommended for you

    About the Author-
    • Herman Aguinis, PhD, 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.

    Table of Contents-
    • Introduction 1

      About This Book 2

      Foolish Assumptions 3

      Icons Used in This Book 3

      Beyond the Book 3

      Where to Go from Here 4

      Part 1: Getting Started with Performance Management 5

      Chapter 1: Introducing Performance Management 7

      Why Do You Need Performance Management? To Succeed (of Course) 8

      Why performance management is alive and well 8

      Imagining an organization without performance management 10

      Making Performance Management Work in Your Business 10

      Distinguishing performance management from performance appraisal 10

      Adapting performance management to today’s reality 11

      Adapting performance management for different generations 14

      Designing and Implementing a Performance Management System 14

      Step 1: Establishing prerequisites 15

      Step 2: Planning performance 20

      Step 3: Executing performance 22

      Step 4: Assessing performance 23

      Step 5: Reviewing performance 25

      Chapter 2: Making the Case for Performance Management 29

      Using Performance Management to Achieve Multiple Purposes 30

      Strategic objectives 30

      Administrative objectives 30

      Informational objectives 30

      Developmental objectives 31

      Organizational maintenance objectives 31

      Documentation objectives 33

      Answering the “What’s in It for Me” Question 33

      Convincing top management of performance management’s value 34

      Building support in the entire organization 34

      Realizing the awesome benefits of performance management 36

      What an Ideal Performance Management System Looks Like 39

      Contextual issues: Making everything fit 39

      Practical issues: Striving for effectiveness and fairness 41

      Technical issues: Sweating the details 42

      Taking Care of Talent Management Functions 45

      Training and development 45

      Workforce planning 46

      Compensation 46

      Chapter 3: Designing and Implementing Effective Performance Management 47

      Ensuring Performance Management Delivers Strategic Value 48

      Key ingredients of a strategic recipe 48

      Making performance management strategic 49

      Developing Performance Management Leadership Skills 50

      Becoming an effective coach 51

      Giving effective feedback 52

      Defining and Measuring Performance 54

      Measuring performance as behaviors 55

      Measuring performance as results 55

      Developing Employee Performance 56

      Creating development plans 56

      Implementing development plans 57

      Assessing Performance Management Effectiveness 57

      Using quantitative measures 58

      Using qualitative measures 58

      Chapter 4: Anticipating and Minimizing Negative Consequences 61

      Anticipating Damage Caused by Flawed Performance Management 63

      Damage caused to employees 63

      Damage caused to managers 63

      Damage caused to relationships 63

      Damage caused to the organization 64

      Learning from Flawed Performance Ratings 64

      Why Performance Ratings Are Here to Stay 65

      Setting Up an Appeals Process 66

      Dealing with judgmental and administrative issues 66

      Setting up a three-level appeals process 67

      Setting Up a Communication Plan and Dealing with Resistance to Change 70

      Questions that your communication plan should answer 70

      Dealing with cognitive biases 73

      Part 2: Designing an Effective Performance Management System 77

      Chapter 5: Delivering Strategic Business Results 79

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    Performance Management For Dummies
    Herman Aguinis
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