This book brings scholarly research into the course, which can be demonstrated via the scholarly and practitioner-oriented bibliographic sources from a broad set of disciplines including auditing, cognitive psychology, communication, education, human performance, human resources management, industrial and organizational psychology, information systems, international business, management, marketing, organizational behavior, public administration, social psychology, sociology, and strategy.
Other Points of Distinction
The author includes topics not typically covered in performance appraisal books including team performance management (Chapter 11), the link between performance management and organization- and unit-level goals and strategies (Chapters 1 and 3), the link between performance management and employee development (Chapter 8), the link between performance management and coaching and feedback (Chapter 9), the link between performance and rewards (Chapter 10), and legal issues (Chapter 10).
Instructor’s materials including Powerpoint slides, realistic cases (and solutions) to be used in class or to include in examinations, and test bank including true-false, multiple choice, and essay-type questions.
Table of Contents :
Part I: Strategic and General Considerations
Chapter 1 Performance Management and Reward Systems in Context
Chapter 2 Performance Management Process
Chapter 3 Performance Management and Strategic Planning
Part II: System Implementation
Chapter 4 Defining Performance and Choosing a Measurement Approach
Chapter 5 Measuring Performance
Chapter 6 Gathering Performance Information
Chapter 7 Implementing a Performance Management System
Part III: Employee Development
Chapter 8 Performance Management and Employee Development
Chapter 9 Performance Management Skills
Part IV: Reward Systems, Legal Issues, and Team Performance Management
Chapter 10 Reward Systems and Legal Issues
Chapter 11 Managing Team Performance