Table Of Contents:

• Preface to the Sixth Edition
• Acknowledgments
• About the Author
• Part 1: Strategic and General Considerations
• Chapter 1: Performance Management in Context
• Definition of Performance Management
• Purposes of Performance Management Systems
• The Performance Management Contribution
• When Performance Management Breaks Down: Dangers of Poorly Implemented Systems
• Characteristics of An Ideal Performance Management System
• Integration With Other Human Resources and Development Activities
• The Future is Now: Performance Management and The Nature of Work and Organizations Today
• Summary Points
• Notes
• Chapter 2: Performance Management Process
• Prerequisites
• Performance Planning
• Performance Execution
• Performance Assessment
• Performance Review
• Summary Points
• Notes
• Chapter 3: Performance Management and Strategic Planning
• Definition and Purposes of Strategic Planning
• Process of Linking Performance Management to The Strategic Plan
• Strategic Planning Process
• Building Support
• Summary Points
• Notes
• Part 2: System Implementation
• Chapter 4: Defining Performance and Choosing A Measurement Approach
• Defining Performance: Behaviors and Results
• Determinants of Performance: Abilities and Other Traits, Knowledge and Skills, and Context and Opportunities
• Performance Dimensions
• Approaches to Measuring Performance
• Summary Points
• Notes
• Chapter 5: Measuring Results and Behaviors
• Measuring Results
• Measuring Behaviors
• The Nature of The Performance Distribution: Star Performers and High-Potential Employees
• The Role of Context
• How Organizations are Using Ai to Measure Performance and Identify Talent
• Summary Points
• Notes
• Chapter 6: Performance Analytics
• Useful Components of Appraisal Forms
• Desirable Features of Appraisal Forms
• Determining Overall Rating
• Appraisal Period and Number of Formal Meetings
• Performance Touchpoints: Sources of Performance Data
• Understanding Intentional Rating Distortion: A Model of Rater Motivation
• Summary Points
• Notes
• Chapter 7: Rolling Out The Performance Management System
• Communication Plan
• Appeals Process
• Training Programs for Minimizing Unintentional Rating Errors
• Pilot Testing
• Ongoing Monitoring and Evaluation
• Summary Points
• Notes
• Part 3: Employee and Leadership Development
• Chapter 8: Performance Management and Employee Development
• Personal Developmental Plans
• Direct Supervisor’s Role and The Feedforward Interview
• Multisource Feedback Systems
• Personal Improvement Plans
• Summary Points
• Notes
• Chapter 9: Performance Management Leadership
• Coaching
• Coaching Styles
• Coaching Process
• Coaching, Development, and Performance Review Meetings
• Leaders Also Need Coaching
• Summary Points
• Notes
• Part 4: Reward Systems, Legal Issues, and Team Performance Management
• Chapter 10: Performance Management, Rewards, and The Law
• Definition of Reward Systems
• Traditional and Contingent Pay Plans
• Reasons for Introducing Contingent Pay Plans
• Possible Problems Associated With Contingent Pay Plans
• Selecting A Contingent Pay Plan
• What To Do When Workers Hit The Top of Their Pay Range
• Putting Pay in Context
• Performance Management and The Law
• Some Legal Principles Affecting Performance Management
• Laws Affecting Performance Management
• Summary Points
• Notes
• Chapter 11: Team Performance Management
• Definition and Importance of Teams
• Types of Teams and Implications for Team Performance Management
• Purposes and Challenges of Team Performance Management
• Including Team Performance in The Performance Management System
• Rewarding Team Performance
• Summary Points
• Notes