1st Edition
Reengineering Performance Management Breakthroughs in Achieving Strategy Through People
Looking for the ultimate book to help reengineer the way your company manages performance? Here is a major work that lays the groundwork for successful change at virtually every step in maximizing individual, team and organizational effectiveness. It is ideal for any manager responsible for performance improvement or human resource development.
The authors, both experienced in competency-based human resource development and management, provide the reader with insight into performance management as a strategic tools and change lever-not a dreaded, bureaucratic hurdle. Readers are empowered to achieve their goals faster and more effectively by mobilizing people with whom they work. Senior human resources and line managers in organizations of all sizes will find answers to many of their most challenging people-related questions in Reengineering Performance Management.
Numerous case studies from companies on the cutting edge of performance management illustrate the major themes of the text. Critically peer reviewed, this book offers the benefit of successful methods that have been tried and tested over the past 50 years, along with the most advanced and up-to-date knowledge in the field of performance management.
The End of Performance Management as We Know It
Chapter 2
The Changing Shape of Organizations
Chapter 3
The "How" of Performance
Chapter 4
Planning-Something to Depend On
Chapter 5
Coaching: Mastering Virtual Management
Chapter 6
Making Reviews Productive, Not Painful
Chapter 7
Rewards: The "Why" of Performance
Chapter 8
Culture: The Road to Results
Chapter 9
Teams and Self-Management: Achieving a Balance
Chapter 10
The Genius of Leadership
Chapter 11
Hard-Wiring the Soft Objectives
Chapter 12
Aligning People Strategies for Fast Change that Lasts
Epilogue
Performance Management 2000
Appendix 1
Performance Management Diagnostic Based on Employee Attitudes
Appendix 2
General Process Audit
"Weiss and Hartle succeed where many authors have failed: drawing the connection between individual motivation and organizational performance. Along the way, they provide clues about how to survive in this time of reorganization, renewal and culture change."
-Tom Downs, Executive Vice President, Operations and Services, QVC Network, Inc.
