Managing and Measuring Employee Performance

What teachers, police, City 'high flyers' along with the majority of the workforce have in common is that their performance is increasingly being managed, monitored and measured. This is for a number of reasons. Within the public sector, the 'Modernising Government' agenda has raised the emphasis on outcomes and measures of success. Within the private sector concern with 'shareholder value' has put pressure on organisations to predict and deliver business improvements. Managing and Measuring Performance examines how attitudes have changed and how performance management approaches have in turn evolved both in terms of sophistication and their degree of integration with people management practice. Looking at the principles and practice of performance management the authors describe the 'typical' performance management cycle, include results of their empirical work and surveys and include numerous case studies in this essential guide to contemporary performance management practice.

Table of Contents:
Introduction Part I: Understanding performance management 1. Introduction: the evolution of performance management The evolution of performance management 2. Theoretical perspectives on managing performance What is organizational performance? The HRM context of performance management Other influences on the evolution of performance management 3. Performance development versus performance measurement The business benefit perspective on HR practice The performance development/measurement framework Codification of experience -- testing the framework Part II: Evidence from fieldwork and redrawing the performance management map 4. Line manager survey Design and sample for line manager survey Line manager responses to the survey Conclusions from the line manager survey 5. Deepening our understanding through mini case-studies of practice Three contextual themes Five dominant themes around performance management Summary 6. Redrawing the performance management map Redefining performance management realities The antecedents for current performance management realities 7. The secrets of the world's most admired companies - how they implement performance management Key success factors Summary Part III: Managing and measuring performance: a guide to implementing a balanced approach 8. Understanding the foundations of integrated performance management The performance management cycle Designing integrated performance management Performance management building blocks 9. Organizational story: integrated performance management at Motorola Description of performance management at Motorola Linking talent management to performance management 10. Planning performance and measurement-based approaches Linking the strategy to what people do Measures and measurement-based approaches Trying to balance measurement and development approaches 11. Organizational story: measuring capability at BAT The leadership pipeline at BAT Measuring performance 12. Organizational story: measurement using a balanced scorecard at Lloyds TSB The introduction of the balanced scorecard at Lloyds TSB The performance management process at Lloyds TSB Managing performance versus measuring performance The speed of cultural change 13. Managing performance and development-based approaches How performance management links to development planning Understanding the manager's impact on organizational climate The impact of climate on performance The impact of leadership styles The management capability required to balance development and measurement approaches 14. Organizational story: a focus on development at Belron Climate and leadership styles measurement at Belron The Belron performance management process Development as a KPI (key performance indicator) 15. Organizational story: team-based performance management at the Irish Health Service What is team-based performance management? Key principles of the Irish Health Service scheme The team-based performance management process The key benefits achieved What has been missing? 16. Reviewing and rewarding performance The links between performance review and performance reward -- background The psychology of a good review The nature and implications of performance rating Trust and the links to pay What are organizations paying for -- and with what? The total reward dimension 17. Organizational story: rewarding development 18. Organizational story: paying for contribution within the UK Senior Civil Service The performance management process for the SCS Separating the reward element from performance management 19. Future directions and conclusions Performance measurement: future directions Performance development: future directions Conclusions

About the Author :
Dr Elizabeth Houldsworth is a member of the Human Resource faculty at Henley Management College working across a range of qualification and research programmes. She previously worked for a number of years as an HR consultant specialising in performance management. Dilum Jirasinghe is a Managing Consultant with Hay Group (UK). Before joining Hay, she worked in a variety of roles within Corporate Human Resources at Tesco, working in the areas of management development, selection and recruitment and staff research. Prior to that she worked as a Higher Occupational Psychologist in the Metropolitan Police Service where she acted as an internal consultant conducting large-scale projects.

Review :
"Both theoretical and practical...Well suited to both the student and the practitioner...If you want to bone up on the latest thinking on performance management, you need look no further." Benefits and Compensation International "The authors discuss the secrets of performance management at the worlds most admired companies and use international case studies to illustrate new and future trends." Reference and Research Book News "A refreshing and comprehensive review of performance management. A must for those new in HR looking for some direction and inspiration, as well as for the more established HR practitioner... a timely reminder with some golden nuggets of new ideas." Mark Doughty, HR Director, Global Organization Development, Motorola "Authoritative research and theory - with thorough understanding of practical implications for maximizing the value of the time focused on measuring and managing performance - a great combination!" Julia Warren, HR Director UK, Corporate Centre and Global Service Groups, Reuters "Managing and Measuring Employee Performance manages to bridge the gap between theory and practice. Although written with the HR practitioner in mind, the authors have ensured that there is something for everyone, including some very useful case studies. This could be a one-stop-shop for anyone involved in end-to-end performance management." Diana Breeze, Director of Organizational Development, Sainsbury's "Managing and Measuring Employee Performance provides an evolutionary view of performance management" Library Management, Volume 22, Issue 1-2, 2008 (Emerald)