Performance Management : Concepts, Practices and Strategies for Organisation Success

Contents: Foreword. Preface. Acknowledgement. I. Performance management--perspective: 1. Performance management: an introduction. 2. Performance management: concept and principles. 3. Performance Management (PM): an overview. 4. Performance Management: in practice. 5. Emerging practices in performance management. 6. Creating more effective performance management systems. 7. Balanced scorecard approach to performance management. II. Performance appraisal: 8. Performance appraisal and expectancy theory. 9. Performance appraisal: conceptual approach. 10. Objectives of performance appraisals: the traditional and new components. 11. Performance planning through KRAs. 12. Developmental focus in performance management. III. Methods of performance appraisal: 13. Potential appraisal. 14. Self-appraisal. 15. Potential assessment methods. 16. 360 degree performance appraisal system. 17. Team appraisal. 18. Performance review. 19. Typical errors or weakness of rating and some concerns. 20. Manager's role in effective doing the performance appraisal. IV. Performance development: 21. Performance analysis. 22. Performance feedback and performance counselling. 23. Types of appraisal interview or appraisal discussion. 24. Performance coaching. 25. Mentoring for development. 26. Competency mapping and development. 27. Assessment and development centre roles. 28. Self-development. 29. Career planning and management--two--way process. 30. Executive development. 31. Placement. V. Developing and implementing performance management: 32. Critical factors in developing an effective appraisal system. 33. Designing and  introducing a performance management system. 34. Modifying performance appraisal system--a case study. 35. Implementing appraisal systems. 36. Precautions while implementing performance management system. VI. Performance management in international context: 37. Performance Management (PM). 38. Criteria for performance appraisal of expatriates. 39. Performance management of host country employees. VII. Linkages and follow-up of performance management: 40. Role of HR department--follow-up action on performance management system. 41. Relating performance management to rewards. 42. Cultural factors in appraisal system. 43. Problems of confidentiality. 44. Ethics in performance evaluation. 45. Organisational factors for success of appraisal system. 46. Variable pay: incentives for performance. 47. Performance-based managerial compensation schemes. 48. Training on performance management. 49. Performance management and TQM. 50. Balanced scorecard for HR (Result-based HR performance measures). VIII. Performance management practices/formats: 51. Performance management system in a software organisation. 52. Performance management system at Titan. 53. Performance management in infosys. 54. Performance appraisal: AAI international. 55. Annual performance appraisal--ABC company. 56. Performance appraisal system--L and T Ltd. 57. Evaluation format for branch manager. 58. Performance appraisal system at IDBI Bank Ltd., Mumbai. IX. Annexures: 1. Question papers (AIMA). 2. Sample questions. 3. Multiple choice questions. 4. Performance management--assignments. 5. Case studies. 6. Sample questionnaire for project studies. 7. Performance appraiser's checklist. 8. Appraisal report--humour or the day. 9. Supervisor's apprehensions about changing performance appraisal system. 10. Illustration: designing HR scorecard report. References. Index.

"Performance management is described as a strategic approach to delivering sustained success to organizations by improving the performance of the people who work in them, by developing the capabilities of teams and individuals and quality of their contributions. It is strategic because it is forward-looking and developmental.

A successful performance management system should be built around organizational direction and priorities in setting clear goals, have the support of both management and employees, be flexible enough to adapt to organization changes, and foster open discussions between supervisors and employees.

This book exhaustively covers all the contemporary practices of performance appraisal, as well as the new approach of performance management. This book will be a valuable addition to the development of performance management practices. The book presents a framework for thinking and operationalising performance management for practicing managers and students, who will find this book as a practical guide for enhancing competitive edge of organizations." (jacket)