There has been a shift in HR from performance appraisal to performance management. A new volume in the SIOP Professional Practice Series, this book contains a broad range of performance management topics, offers recommendations grounded in research, and many examples from a variety of organizations. In addition to offering state-of-the-art descriptions of performance management needs and solutions, this book provides empirical bases for recommendations, demonstrates how performance management tracks and helps promote organizational change, and exams critical issues. This book makes an ideal resource for I/O psychologists, HR professionals, and consultants. "In this comprehensive and timely volume, Smither and London assemble an exceptional collection of chapters on topics spanning the entire performance management process. Written by leading researchers and practitioners in the field, these chapters draw on years of research and offer a blueprint for implementing effective performance management systems in organizations. This volume is a 'must-read' for all those interested in performance management." —John W. Fleenor, Ph.D., research director, Center for Creative Leadership

When used to its full potential, performance management is an HR system that can provide an organization with a substantial competitive advantage. Yet it remains a much maligned, poorly used process in most companies today. For these companies it is a boring, time-consuming ritual that yields little tangible benefit, without a hint of impact on the bottom line. Realizing the Promise of Performance Management dispels the notion that performance management is an exercise in futility. Indeed, it paints the picture of an invaluable system that can underpin and permeate all organizational effortsdriving straight through to an improved bottom line. This book describes a system that can enable an organization to seamlessly execute its business and cultural strategies in full alignment with its other important HR systems, such as selection, promotion, succession planning, and compensationand it can be done in todays intense business environments. Realizing the Promise of Performance Management presents more than a dozen case studiesdepicting how some of the best-known global companies have leveraged their performance management systems to retain top talent, invigorate their workforces, reduce turnover, align capabilities, and grow their business. Drawing on lessons learned from more than 30 years experience with hundreds of companies, Robert W. Rogers presents a strong case for the whys of performance managementwhy spend time doing it right, why insist that senior executives model the process, why track how well the system works, and most of all, why demand that managers become skilled users of the system. In other words, why will an effective performance management system give your organization a competitive edge? Ultimately, as youll see by reading this book, because it will get results.

Overviews enterprise system (ES) opportunities and challenges and suggests the ESs are not the right choice for every company. Provides a set of guidelines to help managers evaluate the benefits and risks of ES implementation, stressing that an organization must make simultaneous changes in its information systems, business processes, and business strategy. Such changes are described in detail with extensive examples from real organizations, demonstrating that ESs should be viewed as business rather than technology projects. Davenport is director of a consulting institute and professor of information management at Boston University. Annotation copyrighted by Book News, Inc., Portland, OR

Pontefract combines years of experience and research on employee engagement, behavior and culture to create a work about the three crucial areas of purpose: personal, organizational and workplace role. If all three can come to fruition--if there is a positive interconnection between the three distinct definitions of purpose--the benefits should be felt by employees, teams, the organization, customers, and perhaps most importantly, society as a whole. We can refer to this balanced state as the "sweet spot." When one area is lacking or ignored the results range from disengagement, apathy, lack of growth and even bankruptcy. The Purpose Effect is aimed at both leaders and employees who wish to achieve a purpose mindset on a personal level, for the organization where they are employed and in their role at work, too. A business leader that is committed to purpose will create purpose for the organization. An employee that feels his/her personal sense of purpose is being fulfilled at work will be an invaluable asset to productivity and success. An organization centered on purpose will benefit every stakeholder, from employees to society in general. This "sweet spot" of purpose creates a reciprocal relationship between all three areas and sits at the center of Pontefract's work.

Managing Industrial Knowledge illuminates the complex processes at work in the creation and successful transfer of corporate knowledge. It is now generally recognized that the competitive advantages of firms depends on their ability to build, utilize and protect knowledge assets. In this volume many of the foremost international authors and pioneers of the study of knowledge in firms present their latest work and insights into organizational knowledge and innovation. In a world where markets, products, technologies, competitors, regulations, and even societies change rapidly, continuous innovation and the knowledge that produces innovation have become key. The chapters in this keynote volume shed new light on the contextual factors in knowledge creation, the links between knowledge and innovation in all aspects of business life and the processes by which these may be fostered or lost in organizations.

There’s a bewildering array of management tools out there. And they all promise to help you excel at the toughest parts of your job: defining your organization’s strategic direction, managing customers and costs, and boosting workforce performance. But just 30 percent of these tools deliver as intended. Why? As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, they’re misused by most organizations. For example, executives buy and implement a tool without first asking, “What problem are we trying to solve?” And they use tools to command and control frontline teams, not empower them—a serious and costly mistake. In this eminently useful, clear-eyed book, the authors critically review dozens of well-known management tools—from mission statements, balanced scorecards, and rolling forecasts to key performance indicators, Six Sigma, and performance appraisals. They explain how to select the right tools for your organization, how to implement them correctly, and how to extract maximum value from each. Brimming with rigorous analysis and solid advice, Beyond Performance Management helps you swiftly gauge the value of each management tool, as well as navigate the increasingly crowded field of offerings—so the tools you select deliver fully on their promise.

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