The World of Work and Performance Management

Table of Contents:
Introduction and context. Introduction; Emerging markets and the global, competitive marketplace; Performance management in emerging markets; The three levels of performance management; Conclusion. The philosophy of performance. Introduction; What is performance management?; The performance management process; Conclusion. Measurement and metrics. Introduction; Why measure?; Traditional use of measures; Barriers to measurement; What to measure; How to use measures; Quantitative and qualitative issues in measuring performance; Types of measures; Measuring team performance; How to measure team performance; Conclusion. The measurement of human capital. Introduction; Job evaluation, competence and performance measurement; Managing performance; Benchmarking performance; Strategic human capital indices; Business, cost and profit drivers; Nine steps to metrics excellence; Conclusion. Developing an output-driven performance plan. Introduction; Performance management readiness; Goal setting - what does the customer want?; Understanding key performance areas (KPAs); Adding key performance indicators (KPIs) to the key performance areas (KPAs); Producing output-oriented goals - the six questions; Bringing your goals to life; Practical example; Conclusion. The traditional approach to performance appraisal. Introduction; Philosophy of performance appraisal; Preparation for the performance appraisal interview; The performance appraisal interview; Aspects or dimensions of work to be rated and commented upon; The performance rating scale and reward implication; Problems with the traditional approach to performance appraisal; Employee performance appraisal check list; Conclusion. Performance appraisal rating scales. Introduction; Reviewing performance; Commonly used rating scales; Target performance distribution and forced ranking; Conclusion. The balanced scorecard approach. Introduction; What is the balanced scorecard?; The case for the balanced scorecard as a performance management system; Implementing the balanced scorecard as a performance management system; The 10 essentials for developing sound balanced scorecards; Conclusion. Multisource/360-degree feedback. Introduction; What is 360-degree feedback?; What is 360-degree feedback used for?; The benefits and challenges of 360-degree feedback; Traditional versus 360-degree performance management systems; The 360-degree performance evaluation process flow; 360-degree feedback - implementation guidelines; Example of a 360-degree feedback survey; The role of technology in 360-degree feedback; Conclusion. Performance-related pay. Introduction; Individual and team performance-related pay (PRP); The mechanics of PRP; Critical success factors for PRP; Variable pay and incentive schemes; Conclusion. The link between performance management and long-term incentives (LTIs). Introduction; Quanta of LTIs awarded to executives; Vesting periods; Considerations in allocating LTIs - link to performance; Specific performance conditions applicable to LTIs; Conclusion. Does performance management work?. Introduction; The performance management process; Setting objectives; The dynamics of objective-setting; Performance observation; Performance assessment; Consequence management; Readiness assessment for performance management; Conclusion. Embracing the law - a South African case study. Introduction; Misconduct and incapacity; Probation and procedural fairness; Substantive fairness; Senior managerial employees; Drawing the line between misconduct and incapacity; The leadership diagnostic: a useful tool; Conclusion. Director and board evaluations. Introduction; Corporate governance defined; Legislation is increasing; Advantages of board evaluations; The role of the board; Framework for a board evaluation; Specimen evaluation forms; Conclusion. Crucial/honest conversations regarding performance. Introduction; Holding honest conversations; Towards a culture of healthy conflict; Four perspectives to consider in honest conversations; The process of initiating and holding honest conversations; Conclusion. Critical success factors and epilogue.

About the Author :
Mark is the Chairperson of 21st Century Pay Solutions Group, a specialist reward consultancy. He has reward experience with many multinational companies across all industry sectors, and is viewed as a thought leader in the remuneration arena. He serves on, and advises, numerous boards and remuneration committees on executive remuneration. Mark holds a Doctorate of Commerce. He has published or presented over 250 articles and papers, and has received awards for his outstanding articles in this field. He has appeared on television and radio, and in the press, giving expert views on remuneration. Mark is a guest lecturer at several universities and supervises masters' dissertations and doctoral theses in the reward area. He is the current President of SARA (South African Reward Association) and a Commissioner for the Remuneration of Public Office Bearers in the Presidency. In his spare time, he likes flying Cessnas and spending time with his family.