216 pages | 14 B/W Illus.
One of the most important challenges that people in senior management positions face is the responsibility of ensuring their organizations’ effective practice of performance management. As this book reveals, performance management comprises an interdisciplinary field of study and practice that draws upon a wide set of business disciplines, including strategic management, organizational behaviour, organizational theory, and management accounting.
This book provides a contemporary examination of theories, issues, and practices related to performance management. An original performance management framework helps structure the book, and in particular the ordering and layout of the book’s chapters. Unlike other performance management frameworks, the one used here is grounded in concrete organizational phenomena, therefore making it more accessible and meaningful to practitioners, scholars, and students.
'I love this book! It delivers just what we need to effectively educate our students and add useful knowledge to the managers who make our organizations work every day. Professor Adler brings together crucial research and cases to create an evidence-based approach to performance management. Just as important, he delivers an interdisciplinary point of view that will pay dividends. Having been trained in organization theory and behaviour, and having worked for years in the strategy and control areas, I know how important an interdisciplinary perspective can be. Professor Adler was the right person to give us that perspective.' — Professor Chet Miller, Bauer College of Business, University of Houston
1. Performance management: an introduction Part I: Performance Management Beginnings 2. What is performance management? 3. The rise of performance management 4. Theory and performance management Part II: Organizational Strategy 5. Organizational goals and objectives 6. Introduction to organizational strategy 7. Competitive strategy Part III: Levers of employee influence 8. Organizational structure 9. Organizational systems, processes, and procedures 10. Organizational culture Part IV: Contingent Factors 11. Internal environment 12. External environment 13. Conclusion