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- Wiley
More About This Title Performance Management: Putting Research into Action
English
"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
English
James W. Smither, Ph.D., is a consultant and scholar, with years of corporate HR experience. He is a professor in the Management Department at LaSalle University. A prolific writer, he is also the editor of the popular Performance Appraisal: State-of-the-Art in Practice (from Jossey-Bass).
Manuel London, Ph.D., is associate dean and director of the Center for Human Resource Management at the College of Business at the State University of New York at Stony Brook. He also has 12 years of corporate HR experience. He is the co-author with Marilyn London of First Time Leaders of Small Groups: How to Create High-Performing Committees, Task Forces, Clubs, and Boards from Jossey-Bass.
The Society for Industrial and Organizational Psychology (SIOP) is a 3,000-member Division within APA. The Professional Practice Series provides practitioners and students with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools from I/O psychology to solve human-related organizational problems.
English
Introduction xv
The Authors xxi
1 An Expanded View of Performance Management 1
Herman Aguinis
2 Aligning Performance Management with Organizational Strategy, Values, and Goals 45
William A. Schiemann
3 Practical Applications of Goal-Setting Theory to Performance Management 89
Peter A. Heslin, Jay B. Carson, and Don VandeWalle
4 Coaching and Performance Management: How Can Organizations Get the Greatest Value? 115
David B. Peterson
5 The Role of On-the-Job and Informal Development in Performance Management 157
Paul Squires
6 Managing Team Performance in Complex Settings: Research-Based Best Practices 197
Eduardo Salas, Sallie J. Weaver, Michael A. Rosen, and Kimberly A. Smith-Jentsch
7 CEO Performance Management 233
Edward M. Mone
8 Performance Management in Multi-National Companies 271
David V. Day and Gary J. Greguras
9 Managing Contextual Performance 297
Richard R. Reilly and Zvi H. Aronson
10 Using Performance Management As a Learning Tool 329
Valerie I. Sessa, Christopher Pingor, and Jennifer Bragger
11 Diagnosing, Understanding, and Dealing with Counterproductive Work Behavior 359
Leanne Atwater and Teri Elkins
12 Forced Rankings: Pros, Cons, and Practices 411
Peter G. Dominick
13 Technology and Performance Management: What Role Does Technology Play in Performance Management? 445
Autumn D. Krauss and Lori Anderson Snyder
14 Authentic Performance: The Valuation of Behavior as a Negotiated Business Outcome 491
Thomas Diamante
15 Assessing Performance Management Programs and Policies 527
Stanley B. Silverman and Wendy M. Muller
16 Performance Management of the Future 555
Nancy T. Tippins and Susan H. Coverdale
17 Best Practices in Performance Management 585
James W. Smither and Manuel London
Name Index 627
Subject Index 645
The Editors 667
