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Performance management systems and strategies [electronic resource] / Dipak Kumar Bhattacharyya.

Author/Creator:
Bhattacharyya, Dipak Kumar.
Publication:
Dehli : Pearson, 2011.
Format/Description:
Book
1 online resource (1 v.) : ill.
Edition:
1st edition
Status/Location:
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Subjects:
Personnel management.
Performance -- Management.
Employees -- Rating of.
Form/Genre:
Electronic books.
System Details:
text file
Summary:
Performance Management Systems and Strategies aims to provide extensive theoretical knowledge with practical overtones for students, and application-based knowledge for professionals to successfully implement performance management systems and strategies. With such comprehensive knowledge and practical skills HR students would be able to develop their capabilities as future manager to manage performance in any organization.
Contents:
Cover
Contents
Preface
About the Author
Chapter 1: Introduction to Performance Management
Introduction
History of Human Resource Management Function
Process of Development in India
Human Resource Development As a Separate Personnel Discipline
Performance Management As an HRD Function
Job Description
Standards of Performance
Observation and Feedback
Performance Appraisal
Performance Development Plan
Performance Management Through Continuous Learning
Definitions and Concepts of Performance Management
History of Performance Management
Performance Management As a Management Tool
Philosophy of Performance Management
Overview of Performance Management
Performance Objectives and Standards
Performance Objectives and Standards-Comparative Analysis of Advantages and Disadvantages
Characteristics of Performance Objectives
Some Examples of Performance Objectives
Points to Be Considered for Developing Performance Objectives
Standards of Performance
Relating Performance Standards to the Hierarchical Level
Checklist for Performance Standards
Benefits of Performance Management
Process of Performance Management
Performance Domains
Performance Dimensions
Teamwork Dimensions
Performance Ethics
Summary
Key Words
General Review Questions
Critical Review Question
References
Further Reading
Case Study on Performance Management Systems
Case Study
Chapter 2: Performance Planning
Introduction
Performance Planning Process
Development and Contents of a Performance Plan
Performance Planning Steps
Process of Developing Employee Performance Plans
Eight-step Model of Elements and Standards of a Performance Plan
Step 1: Understand the Overall Picture
Step 2: Identify the Accomplishments at the Work Unit Level.
Step 3: Identify Individual Accomplishments and Their Integration with the Work Unit Goals
Step 4: Convert Expected Accomplishments into Performance Elements, Duly Mentioning Their Type and Priority
Step 5: Determine Work Unit and Individual Measures
Step 6: Develop Work Unit and Individual Standards
Step 7: Determine How to Monitor Performance
Step 8: Check the Performance Plan
Preparing the Performance Development Plan
Transition from Individual Performance Plan to Group Performance Plan
Performance Plan and Role Clarity
Role Descriptions Template
Creating Strategic Plans and Their Alignment with the Performance Plans
Strategy Realization: Essential Elements Through Performance Plans
Summary
Key Words
General Review Questions
Critical Review Question
References
Further Reading
Case Study
Chapter 3: Performance Appraisal
Introduction
Definitions
Role of Appraisals in Performance Management
Process and Methods of Performance Appraisal
Purposes of Performance Appraisal
Importance of Performance Appraisal
Objectives of Performance Appraisal
Reasons for Failure of Performance Appraisal
Steps to Performance Appraisal
Characteristics of an Appraisal System
Performance Appraisal Design
Approaches to Performance Appraisal
Types and Methods of Performance Appraisal
Traditional Methods
Straight Ranking Method
Paired Comparison Techniques
Man-to-Man Comparison
Grading Method
Graphic or Linear Rating Scale
Example of Graphic Rating Scale
Forced Choice Description Method
Forced Distribution Method
Checklist Method
Free Easy Method
Critical Incident Method
Work Standard Approach
Group Appraisal Method
Field Review Method
Modern Methods
Appraisal by Results for Management by Objectives
Advantages
Disadvantages.
Steps Followed in MBO Implementation
Assessment Centre Method
Human Asset Accounting Method
Behaviourally Anchored Rating Scales (BARS)
Behavioural Observation Scales (BOS)
Mixed Standard Scales
Behavioural Checklist Method
The 360-degree Appraisals
Potential Appraisal
Techniques of Potential Appraisal
Components of the Appraisal Format
Dimension of Personal Attributes
Biases in Performance Appraisal
The Halo and Horn Effect
The Leniency Error
The Error of Strictness
The Central Tendency Error
The Recency Effect
The Contrast Error
The Similarity Effect
Reducing Performance Errors
Diagnosing Poor Performance
Improving Motivation
Summary
Key Words
General Review Questions
Critical Review Question
References
Further Reading
Case Study-1
Case Study-2
Chapter 4: Performance Management Review
Introduction
Definition
Scope of Performance Review
Types of Performance Review
Performance Review Meeting
Steps in Performance Review
Before the Performance Review
During the Performance Review
After the Performance Review
Benefits of Performance Review
Structured Performance Review Process
Performance Counselling
Conditions for Effective Performance Counselling
Different Phases of Performance Counselling
Performance Counselling Process
Counselling Interview
Summary
Key Words
General Review Questions
Critical Review Question
Further Reading
Case Study
Chapter 5: Performance Management Systems
Introduction
Importance of PMS
Features of PMS
Focus on Objective Setting
Systems for Review of Objectives
Developing Personal Improvement Plans
Training and Development
Ensuring Formal Appraisal with Feedback
Compensation Review
Developing Competence-based Organizational Capability.
Process of Building PMS
Dimensions of PMS
Output or Result Dimensions
Input Dimension
Time Dimension
Focus Dimension
Conceptual Framework of PMS
PMS and Organizational Strategy
Organizational and Social Perspectives of PMS
Performance Consulting
Role of Performance Consultants
The Four Pillars of PMS
Performance Management Theatre
Annual Stock-taking of Performance
E-performance Management
Performance Prism
Summary
Key Words
General Review Questions
Critical Review Question
References
Case Study
Chapter 6: Strategic Performance Management
Introduction
Definition
Evolution of Strategic Performance Management
Characteristics of SPM
SPM and Generic Strategies
Performance and Strategy Linkage
Reward Practices
Firm Performance
Purpose of Performance Management Strategy
The Process of Performance Management Strategy
Components of Strategic Performance Management Process
Strategy and Performance Management Cycle
Dimensions of Linkage Between Individual Performances and Strategy
Benefits of SPM
Advantages and Disadvantages of SPM
Disadvantages of SPM
SPM and the Balanced Scorecard
SPM and Metrics
SPM for Environmental Threats and Risks
Summary
Key Words
General Review Questions
Critical Review Question
Further Reading
Case Study
Chapter 7: Competency-based Performance Management Systems
Introduction
Managerial Skills and Competencies
Skill Inventories
Multi-skilling
Skills for the New Millennium
Developing Competencies for Effective Performance Management
Types of Competencies
Competency Characteristics
Competency Identification and Assessment Process
Steps of a Competency Identification Process
Steps to Introduce Competency-based System
Advantages of a Competency-based Approach.
Developing Competency Models
Examples of HR Competencies
Competency-based Performance Management Systems
Essential Elements of Performance-based Competency
Competency Dictionary
Summary
Key Words
General Review Questions
Critical Review Question
References
Case Study
Chapter 8: Performance-based Compensation
Introduction
Definitions
Various Concepts of Compensation
Determining Compensation Through Job Evaluation
Incentive Schemes
Performance-related Compensation Design
Benefits of Performance-based Compensation
Performance-related Pay
Problems in Monitoring the PRP
Selection of Appropriate Performance Appraisal Tools
Perceptual Differences Between the Managers and the Employees
Lack of Participation of Employees in Designing PRP
Compensation Broadbanding Using PMS Results
Compensation Design Through Skill-based Programmes
Major Obstacles to the Introduction of Skill-based Pay
Application of Skill-based Pay
Competency-based Pay
Obstacles in Introducing Performance-related Pay
Performance Guide Charts
Use of Performance Criteria for Designing Executive Compensation
Calibration of Executive Compensation to Performance
Performance Measurement in Executive Incentive Programmes
Summary
Key Words
General Review Questions
Critical Review Question
References
Case Study
Chapter 9: Performance-based Career Planning, Career Development, and Succession Plans
Introduction
Definitions and Concepts
Important Elements of Career
Meaning and Overview of Career Development
Importance of Career Development
Significance and Advantages of Career Development
Purposes and Objectives of Career Development
Types of Career Development Programmes
Difference Between Career Development and Career Planning.
Difference with Manpower Planning.
Notes:
Description based on online resource; title from title page (viewed June 25, 2013).
ISBN:
93-325-0106-8
OCLC:
852513267