Performance management REBOOT : fresh perspectives for the changing world of work / Dr Mark Bussin.

Format:

Book

Author/Creator:

Bussin, Mark, author.

Language:

English

Subjects (All):

Performance--Management.

Performance.

Physical Description:

1 online resource (228 pages) : illustrations

Edition:

1st ed.

Place of Publication:

Randburg, South Africa : KR Publishing, 2017.

Summary:

Performance management systems have become too time-consuming and cumbersome - the time is right for a reboot. This guide will show you how to revisit your performance management strategies - use simpler tools, move towards developmental discussions, and remove or reduce 'forced' rankings. This handbook serves as a practical and convenient guide to managing performance in an uncertain, turbulent, world where companies must adapt. This book is guaranteed to be different from other performance management titles you've read, because it's: Based on years of personal experience in implementing hundreds of performance management systems in companies. Written by contributors who have actually done and experienced what they are writing about. Practical and, for once, tells you how to do it, with no missing steps or information. There are tool kits, forms and check lists that can be used instantly. Written in plain English with no bamboozling jargon, with many practical examples and templates that you can amend to suit your needs. Underpinned by empirical research. After reading Performance Management Reboot you will be able to design, implement and use a performance management system that is perceived as fair by all stakeholders and which stimulates better performance.

Contents:

Cover

Title Page

Endorsements

Copyright Page

Title Page 2

TABLE OF CONTENTS

ACKNOWLEDGEMENTS

FOREWORD

ABOUT THE AUTHOR

SOURCING OF FIGURES AND DIAGRAMS

LIST OF CONTRIBUTORS

PROLOGUE

1 INTRODUCTION AND CONTEXT

1.1. INTRODUCTION

1.2. THE GLOBAL, COMPETITIVE MARKETPLACE

1.3. PERFORMANCE MANAGEMENT IN A CHANGING WORLD OF WORK

1.4. THE THREE LEVELS OF PERFORMANCE MANAGEMENT

1.5. CONCLUSION

1.6. BIBLIOGRAPHY

2 THE PHILOSOPHY OF PERFORMANCE

2.1. INTRODUCTION

2.2. WHAT IS PERFORMANCE MANAGEMENT?

2.3. THE PERFORMANCE MANAGEMENT PROCESS

2.4. CONCLUSION

2.5. BIBLIOGRAPHY

3 MEASUREMENT AND METRICS

3.1. INTRODUCTION

3.2. WHY MEASURE?

3.3. TRADITIONAL USE OF MEASURES

3.4. BARRIERS TO MEASUREMENT

3.5. WHAT TO MEASURE

3.6. HOW TO USE MEASURES

3.7. QUANTITATIVE AND QUALITATIVE ISSUES IN MEASURING PERFORMANCE

3.8. TYPES OF MEASURES

3.9. MEASURING TEAM PERFORMANCE

3.10. HOW TO MEASURE TEAM PERFORMANCE

3.11. CONCLUSION

3.12. BIBLIOGRAPHY

4 DEVELOPING AN OUTPUT-DRIVEN PERFORMANCE PLAN

4.1. INTRODUCTION

4.2. PERFORMANCE MANAGEMENT READINESS

4.3. GOAL SETTING - WHAT DOES THE CUSTOMER WANT?

4.4. UNDERSTANDING KEY PERFORMANCE AREAS (KPAs)

4.5. ADDING KEY PERFORMANCE INDICATORS (KPIs) TO THE KEY PERFORMANCE AREAS (KPAs)

4.6. PRODUCING OUTPUT-ORIENTED GOALS - THE SIX QUESTIONS

4.7. BRINGING YOUR GOALS TO LIFE

4.8. PRACTICAL EXAMPLE

4.9. CONCLUSION

4.10. BIBLIOGRAPHY

5 PERFORMANCE APPRAISAL

5.1. INTRODUCTION

5.2. PHILOSOPHY OF PERFORMANCE APPRAISAL

5.3. PREPARATION FOR THE PERFORMANCE APPRAISAL INTERVIEW

5.4. THE PERFORMANCE APPRAISAL INTERVIEW

5.5. PRACTICAL GUIDELINES TO BE USED IN THE APPROACH TO THE INTERVIEW

5.6. ASPECTS OR DIMENSIONS OF WORK TO BE RATED AND COMMENTED UPON.

5.7. THE PERFORMANCE RATING SCALE AND REWARD IMPLICATION

5.8. PROBLEMS WITH THE TRADITIONAL APPROACH TO PERFORMANCE APPRAISAL

5.9. EMPLOYEE PERFORMANCE APPRAISAL CHECK LIST

5.10. CONCLUSION

5.11. BIBLIOGRAPHY

6 PERFORMANCE APPRAISAL RATING SCALES

6.1. INTRODUCTION

6.2. REVIEWING PERFORMANCE

6.3. COMMONLY USED RATING SCALES

6.4. TARGET PERFORMANCE DISTRIBUTION AND FORCED RANKING

6.5. ARE PERFORMANCE RATINGS DEAD?

6.6. CONCLUSION

6.7. BIBLIOGRAPHY

7 THE BALANCED SCORECARD APPROACH

7.1. INTRODUCTION

7.2. WHAT IS THE BALANCED SCORECARD?

7.3. THE CASE FOR THE BALANCED SCORECARD AS A PERFORMANCE MANAGEMENT SYSTEM

7.4. IMPLEMENTING THE BALANCED SCORECARD AS A PERFORMANCE MANAGEMENT SYSTEM

7.5. THE 10 ESSENTIALS FOR DEVELOPING SOUND BALANCED SCORECARDS

7.6. CONCLUSION

7.7. BIBLIOGRAPHY

8 MULTISOURCE/360-DEGREE FEEDBACK

8.1. INTRODUCTION

8.2. WHAT IS 360-DEGREE FEEDBACK?

8.3. WHAT IS 360-DEGREE FEEDBACK USED FOR?

8.4. THE BENEFITS AND CHALLENGES OF 360-DEGREE FEEDBACK

8.5. TRADITIONAL VERSUS 360-DEGREE PERFORMANCE MANAGEMENT SYSTEMS

8.6. THE 360-DEGREE PERFORMANCE EVALUATION PROCESS FLOW

8.7. 360-DEGREE FEEDBACK - IMPLEMENTATION GUIDELINES

8.8. EXAMPLE OF A 360-DEGREE FEEDBACK SURVEY

8.9. THE ROLE OF TECHNOLOGY IN 360-DEGREE FEEDBACK

8.10. CONCLUSION

8.11. BIBLIOGRAPHY

9 CRUCIAL/HONEST CONVERSATIONS REGARDING PERFORMANCE

9.1. INTRODUCTION

9.2. HOLDING HONEST CONVERSATIONS

9.3. TOWARDS A CULTURE OF HEALTHY CONFLICT

9.4. FOUR PERSPECTIVES TO CONSIDER IN HONEST CONVERSATIONS

9.5. THE PROCESS OF INITIATING AND HOLDING HONEST CONVERSATIONS

9.6. CONCLUSION

10 PERFORMANCE-RELATED PAY

10.1. INTRODUCTION

10.2. INDIVIDUAL AND TEAM PERFORMANCE-RELATED PAY (PRP)

10.3. THE MECHANICS OF PRP

10.4. CRITICAL SUCCESS FACTORS FOR PRP.

10.5. VARIABLE PAY AND INCENTIVE SCHEMES

10.6. PAY IS NOT THE ONLY MOTIVATOR

10.7. CONCLUSION

10.8. BIBLIOGRAPHY

11 THE LINK BETWEEN PERFORMANCE MANAGEMENT AND LONG-TERM INCENTIVES (LTIS)

11.1. INTRODUCTION

11.2. QUANTA OF LTIs AWARDED TO EXECUTIVES

11.3. VESTING PERIODS

11.4. CONSIDERATIONS IN ALLOCATING LTIs - LINK TO PERFORMANCE

11.5. SPECIFIC PERFORMANCE CONDITIONS APPLICABLE TO LTIs

11.6. CONCLUSION

11.7. BIBLIOGRAPHY

12 DIRECTOR AND BOARD EVALUATIONS

12.1. INTRODUCTION

12.2. CORPORATE GOVERNANCE DEFINED

12.3. LEGISLATION IS INCREASING

12.4. ADVANTAGES OF BOARD EVALUATIONS

12.5. THE ROLE OF THE BOARD

12.6. FRAMEWORK FOR A BOARD EVALUATION

12.7. SPECIMEN EVALUATION FORMS

12.8. CONCLUSION

12.9. BIBLIOGRAPHY

13 DOES PERFORMANCE MANAGEMENT WORK?

13.1. INTRODUCTION

13.2. THE PERFORMANCE MANAGEMENT PROCESS

13.3. SETTING OBJECTIVES

13.4. THE DYNAMICS OF OBJECTIVE-SETTING

13.5. PERFORMANCE OBSERVATION

13.6. PERFORMANCE ASSESSMENT

13.7. CONSEQUENCE MANAGEMENT

13.8. READINESS ASSESSMENT FOR PERFORMANCE MANAGEMENT

13.9. CONCLUSION

13.10. BIBLIOGRAPHY

14 CRITICAL SUCCESS FACTORS AND TRENDS

Index.

Notes:

Includes bibliographical references at the end of each chapters and index.

Description based on online resource; title from PDF title page (ebrary, viewed June 22, 2017).

ISBN:

1-86922-665-8

OCLC:

988870873