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Performance Management. Putting Research into Action. J–B SIOP Professional Practice Series

  • ID: 2242846
  • Book
  • September 2009
  • 704 Pages
  • John Wiley and Sons Ltd
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A new volume in the SIOP Professional Practice Series, Performance Management provides a comprehensive resource of the most current thinking, strategies, and best practices in performance management.

Praise for Performance Management

"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

"The quintessential tool for the scientist–practitioner working on improving the performance management system in their organization."
Sandy Lionetti, Ph.D., director, Talent Management, Leadership and Organizational Development, GlaxoSmithKline Consumer Healthcare

"Finally, a book that brings together the latest research findings on a very important process that needs to be executed with the greatest effectiveness and efficiency. The information is presented in a way that an HR practitioner, like myself, can readily apply."
Gale H. Varma, executive vice president, Human Resources, Charming Shoppes, Inc.

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Foreword xiii

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

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James W. Smither
Manuel London
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