Managing Employee Performance: Design and Implementation in Organizations: Psychology @ Work Series

This accessible text clearly describes the key approaches to designing, implementing and managing an effective performance management system, and sets these approaches within the broader context of the organization. Covering the importance of mission and strategy, reviewing and rewarding performance, and the controversies surrounding performance-related pay it is relevant to all those who have a responsibility for designing, introducing or managing a performance management system. In addition to managers and HR professionals, students of management and occupational psychology at undergraduate and MBA level will benefit from the clear and concise coverage of this important topic.

Table of Contents:
1. What is Performance Management? 2. The Organizational Context I: Vision, Mission and Strategy. 3. The Organizational Context II: Performance. 4. Individual Performance I: Outputs and Results. 5. Individual Performance II: Behaviour and Competencies. 6. Individual Performance III: Determinants. 7. Reviewing and Supporting Performance. 8. Rewarding Performance. 9. Developing and Designing Perfomance Management. 10. Implementing and Managing Performance Management. A Concluding Comment. References. Index.

About the Author :
Richard Williams is Lecturer in Occupational Psychology at Birkbeck College, University of London.

Review :
1. WHAT IS PERFORMANCE MANAGEMENT? Factors Influencing the Introduction of Performance Management. Perspectives on Performance Management. Performance Management: Some Underlying Themes. Performance Management in Practice: Survey Evidence. A Concluding Comment: Does Performance Management Exist? 2. THE ORGANIZATIONAL CONTEXT I: VISION, MISSION AND STRATEGY. Vision, Mission and Strategy. Values. The Organization?s Distinctive Features. Stakeholders. A Concluding Comment. 3. THE ORGANIZATIONAL CONTEXT II: PERFORMANCE Productivity. From Productivity to Performance. Organizational Performance: A Multidimensional Concept. Performance Measurement. A Concluding Comment. 4. INDIVIDUAL PERFORMANCE I: OUTPUTS AND RESULTS. Expressing Performance Requirements: What Happens in Practice? Performance as Output: Some Definitions. Defining Performance by Setting Goals. A Concluding Comment. 5. INDIVIDUAL PERFORMANCE II: BEHAVIOUR AND COMPETENCIES Performance is Behaviour, but is All Behaviour Performance? Competences and Competencies. Expressing Performance Requirements as Behaviours. A Concluding Comment. 6. INDIVIDUAL PERFORMANCE III: DETERMINANTS. A Theory of Performance as Behaviour. Job Context as a Determinant of Performance. A Concluding Comment. 7. REVIEWING AND SUPPORTING PERFORMANCE. The Role of the Line Manager. Performance Review. Feedback. A Concluding Comment. 8. REWARDING PERFORMANCE. Performance-Related Pay. Fairness in Performance Management. Rewards Other than Pay. A Concluding Comment. 9. DEVELOPING AND DESIGNING PERFORMANCE MANAGEMENT. Introducing Performance Management: Evolution and Iteration. A Concluding Comment. 10. IMPLEMENTING AND MANAGING PEFORMANCE MANAGEMENT. Experimenting with Implementation. Communication. Does Performance Management Work? Monitoring Performance Management Systems. The Impact of Performance Management on Line Managers and Employees. A Concluding Comment. References. Index.