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Performance Management

ISBN-10: 0136151752
ISBN-13: 9780136151753
Edition: 2nd 2009
Authors: Herman Aguinis
List price: $138.00
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Description: nbsp;This isnbsp;the first text to emphasize that the key competitive advantage in todayrsquo;s globalized world lies, not in technology and products, but in its PEOPLE.The author examines the design and implementation of successful management  More...

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Book details

List price: $138.00
Edition: 2nd
Copyright year: 2009
Publisher: Prentice Hall PTR
Publication date: 1/17/2008
Binding: Hardcover
Pages: 312
Size: 6.75" wide x 9.25" long x 0.50" tall
Weight: 1.100
Language: English

nbsp;This isnbsp;the first text to emphasize that the key competitive advantage in todayrsquo;s globalized world lies, not in technology and products, but in its PEOPLE.The author examines the design and implementation of successful management systems.For courses in Performance Appraisal, Compensation Management, & Training and Development.

Dr. Herman Aguinis (http://www.cudenver.edu/~haguinis) is the Mehalchin Term Professor of Management in the Business School at the University of Colorado at Denver and Health Sciences Center. He has been a visiting scholar at universities in the Peoplersquo;s Republic of China (Beijing and Hong Kong), Malaysia, Singapore, Australia, Argentina, France, South Africa, and Spain. His teaching, research, and consulting activities are in the areas of human resources management, organizational behavior, and research methodology. Dr. Aguinis wrote Applied Psychology in Human Resource Management (with Wayne F. Cascio, 6th ed., 2005, Prentice Hall) and Regression Analysis for Categorical Moderators (2004), and edited Test-Score Banding in Human Resource Selection (2004). In addition, he has written over 50 refereed journal articles in Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Personnel Psychology, Organizational Behavior and Human Decision Processes, and elsewhere. Dr. Aguinis is a Fellow of the American Psychological Association, the Society for Industrial and Organizational Psychology, and the Association for Psychological Science. He served as Division Chair for the Research Methods Division of the Academy of Management and editor-in-chief for the journal Organizational Research Methods. He has delivered more than 150 presentations at professional conferences and consulted with organizations in the United States, Europe, and South America.

Preface
Acknowledgments
About the Author
Strategic and General Considerations
Performance Management and Reward Systems in Context
Definition of Performance Management (PM)
The Performance Management Contribution
Disadvantages/Dangers of Poorly Implemented PM Systems
Definition of Reward Systems
Base Pay
Cost-of-Living Adjustments and Contingent Pay
Short-Term Incentives
Long-Term Incentives
Income Protection
Work/Life Focus
Allowances
Relational Returns
Aims and Role of PM Systems
Strategic Purpose
Administrative Purpose
Informational Purpose
Developmental Purpose
Organizational Maintenance Purpose
Documentational Purpose
Characteristics of an Ideal PM System
Integration with Other Human Resources and Development Activities
Reality Check: Ideal Versus Actual Performance Management System
Performance Management at Network Solutions, Inc.
Performance Management Process
Prerequisites
Performance Planning
Results
Behaviors
Development Plan
Performance Execution
Performance Assessment
Performance Review
Performance Renewal and Recontracting
Job Analysis Exercise
Disrupted Links in the Performance Management Process at "Omega, Inc."
Performance Management at the University of Ghana
Performance Management and Strategic Planning
Definition and Purposes of Strategic Planning
Process of Linking Performance Management to the Strategic Plan
Strategic Planning
Developing Strategic Plans at the Unit Level
Job Descriptions
Individual and Team Performance
Building Support
Evaluating Vision and Mission Statements at Harley-Davidson
Dilbert's Mission Statement Generator
Linking Individual with Unit and Organizational Priorities
System Implementation
Defining Performance and Choosing a Measurement Approach
Defining Performance
Determinants of Performance
Implications for Addressing Performance Problems
Factors Influencing Determinants of Performance
Performance Dimensions
Approaches to Measuring Performance
Trait Approach
Behavior Approach
Results Approach
Diagnosing the Causes of Poor Performance
Differentiating Task from Contextual Performance
Choosing a Performance Measurement Approach at Paychex, Inc.
Measuring Results and Behaviors
Measuring Results
Determining Accountabilities
Determining Objectives
Determining Performance Standards
Measuring Behaviors
Comparative Systems
Absolute Systems
Accountabilities, Objectives, and Standards
Evaluating Objectives and Standards
Measuring Competencies at the Department of Transportation
Creating BARS-Based Graphic Rating Scales for Evaluating Business Student Performance in Team Projects
Gathering Performance Information
Appraisal Forms
Characteristics of Appraisal Forms
Determining Overall Rating
Appraisal Period and Number of Meetings
Who Should Provide Performance Information?
Supervisors
Peers
Subordinates
Self
Customers
Disagreement Across Sources: Is This a Problem?
A Model of Rater Motivation
Preventing Rating Distortion Through Rater Training Programs
Evaluating the Appraisal Form Used by a Grocery Retailer
Judgmental and Mechanical Methods of Assigning Overall Performance Score at The Daily Planet
Minimizing Intentional and Unintentional Rating Errors
Implementing a Performance Management System
Preparation: Communication, Appeals Process, Training Programs, and Pilot Testing
Communication Plan
Appeals Process
Training Programs for the Acquisition of Required Skills
Rater Error Training
Frame of Reference Training
Behavioral Observation Training
Self-Leadership Training
Pilot Testing
Ongoing Monitoring and Evaluation
Implementing a Performance Management Communication Plan at Accounting, Inc.
Implementing an Appeals Process at Accounting, Inc.
Evaluation of Performance Management System at Accounting, Inc.
Employee Development
Performance Management and Employee Development
Personal Developmental Plans
Developmental Plan Objectives
Content of Developmental Plan
Developmental Activities
Direct Supervisor's Role
360-Degree Feedback Systems
Advantages of 360-Degree Feedback Systems
Risks of Implementing 360-Degree Feedback Systems
Characteristics of a Good System
Developmental Plan Form at Old Dominion University
Evaluation of a 360-Degree Feedback System Demo
Implementation of 360-Degree Feedback System at Ridge Intellectual
Performance Management Skills
Coaching
Coaching Styles
Coaching Process
Observation and Documentation of Developmental Behavior and Outcomes
Giving Feedback
Performance Review Meetings
Was Robert Eaton a Good Coach?
What Is Your Coaching Style?
Preventing Defensiveness
Reward Systems, Legal Issues, and Team Performance Management
Reward Systems and Legal Issues
Traditional and Contingent Pay Plans
Reasons for Introducing Contingent Pay Plans
Possible Problems Associated with Contingent Pay Plans
Selecting a Contingent Pay Plan
Putting Pay in Context
Pay Structures
Job Evaluation
Broad Banding
Performance Management and the Law
Some Legal Principles Affecting Performance Management
Laws Affecting Performance Management
Making the Case for a CP Plan at Architects, Inc.
Selecting a CP Plan at Dow AgroSciences
Possible Illegal Discrimination at Tractors, Inc.
Managing Team Performance
Definition and Importance of Teams
Types of Teams and Implications for Performance Management
Purposes and Challenges of Team Performance Management
Including Team Performance in the Performance Management System
Prerequisites
Performance Planning
Performance Execution
Performance Assessment
Performance Review
Performance Renewal and Recontracting
Rewarding Team Performance
Not All Teams Are Created Equal
Team Performance Management at Duke University Health Systems
Team-Based Rewards for the State of Georgia
Name Index
Subject Index
Author Index

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