Reengineering Performance Management Breakthroughs in Achieving Strategy Through People  book cover
1st Edition

Reengineering Performance Management Breakthroughs in Achieving Strategy Through People

ISBN 9781574440416
Published March 6, 1997 by CRC Press
248 Pages

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Book Description

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.

Table of Contents

Chapter 1
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

Performance Management 2000

Appendix 1
Performance Management Diagnostic Based on Employee Attitudes

Appendix 2
General Process Audit

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"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.