Managing and Measuring Employee Performance

Front Cover
Kogan Page Publishers, 2006 - Business & Economics - 245 pages
Table of Contents Managing and Measuring Employee Performance by Houldsworth, Elizabeth; Jirasinghe, Dilum Terms of Use Introduction Part I Understanding performance management 1 Introduction: the evolution of performance management The evolution of performance management 2 Theoretical perspectives on managing performance What is organizational performance? The HRM context of performance management Other influences on the evolution of performance management 3 Performance development versus performance measurement The business benefit perspective on HR practice The performance development/measurement framework Codification of experience -- testing the framework Part II Evidence from fieldwork and redrawing the performance management map 4 Line manager survey Design and sample for line manager survey Line manager responses to the survey Conclusions from the line manager survey 5 Deepening our understanding through mini case-studies of practice Three contextual themes Five dominant themes around performance management Summary 6 Redrawing the performance management map Redefining performance management realities The antecedents for current performance management realities 7 The secrets of the world's most admired companies - how they implement performance management Key success factors Summary Part III Managing and measuring performance: a guide to implementing a balanced approach 8 Understanding the foundations of integrated performance management The performance management cycle Designing integrated performance management Performance management building blocks 9 Organizational story: integrated performance management at Motorola Description of performance management at Motorola Linking talent management to performance management 10 Planning performance and measurement-based approaches Linking the strategy to what people do Measures and measurement-based approaches Trying to balance measurement and development approaches 11 Organizational story: measuring capability at BAT The leadership pipeline at BAT Measuring performance 12 Organizational story: measurement using a balanced scorecard at Lloyds TSB The introduction of the balanced scorecard at Lloyds TSB The performance management process at Lloyds TSB Managing performance versus measuring performance The speed of cultural change 13 Managing performance and development-based approaches How performance management links to development planning Understanding the manager's impact on organizational climate The impact of climate on performance The impact of leadership styles The management capability required to balance development and measurement approaches 14 Organizational story: a focus on development at Belron Climate and leadership styles measurement at Belron The Belron performance management process Development as a KPI (key performance indicator) 15 Organizational story: team-based performance management at the Irish Health Service What is team-based performance management? Key principles of the Irish Health Service scheme The team-based performance management process The key benefits achieved What has been missing? 16 Reviewing and rewarding performance The links be Descriptive content provided by Syndetics"! a Bowker service. Summary Managing and Measuring Employee Performance by Houldsworth, Elizabeth; Jirasinghe, Dilum Terms of use As performance management becomes better integrated into businesses, attitudes and approaches to it are evolving. Through case studies and detailed practice examples from leading international organizations, this text addresses the increasing demand for managers in all sectors to manage and measure staff performance. Performance management includes measures on teamwork, long-term thinking, building human capital and customer loyalty. It values leaders who build human capital by motivating employees and developing and managing talent. The book identifies two means of performance management.?Performance development? promises a motivating workplace and employee career training.?Performance measurement,? holds employees accountable and measures their contribution. Both have strengths and drawbacks, but successful businesses balance the two to foster employee growth. Includes original research of managers and their attitudes to performance management procedures. Descriptive content provided by Syndetics"! a Bowker service.
 

Contents

Theoretical perspectives on managing performance
15
Performance development versus performance
33
Evidence from fieldwork and redrawing
47
Deepening our understanding through mini
62
Summary
74
The secrets of the worlds most admired companies
85
Managing and measuring performance a guide
101
Designing integrated performance management
107
measurement using a balanced
142
Managing performance and developmentbased
149
a focus on development at Belron
169
teambased performance
177
Reviewing and rewarding performance
185
rewarding development at BAA
202
Future directions and conclusions
213
Performance measurement
224

the performance
113
Planning performance and measurementbased
120
measuring capability at BAT
136
Further reading and other sources of information
233
Index
241
Copyright

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About the author (2006)

Elizabeth Houldsworth is an associate professor of Leadership, Organisations and Behaviour at Henley Business School. She is based in Oxfordshire, UK.

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