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Synopsis
What teachers, police, City 'high flyers' along with the majority of the workforce have in common is that their performance is increasingly being managed, monitored and measured. This is for a number of reasons. Within the public sector, the 'Modernising Government' agenda has raised the emphasis on outcomes and measures of success. Within the private sector concern with 'shareholder value' has put pressure on organisations to predict and deliver business improvements.
Managing and Measuring Performance examines how attitudes have changed and how performance management approaches have in turn evolved both in terms of sophistication and their degree of integration with people management practice. Looking at the principles and practice of performance management the authors describe the 'typical' performance management cycle, include results of their empirical work and surveys and include numerous case studies in this essential guide to contemporary performance management practice.
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About the Authors
Elizabeth Houldsworth is an associate professor of Leadership, Organisations and Behaviour at Henley Business School. She is based in Oxfordshire, UK.
Dilum Jirasinghe is a managing consultant with Hay Group (UK). Before joining Hay she worked in a variety of roles within Corporate Human Resources at Tesco, working in areas of management development, selection and recruitment and staff research.
Excerpt. © Reprinted by permission. All rights reserved.
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 between performance review and performance reward -- background
The psychology of a good review
The nature and implications of performance rating
Trust and the links to pay
What are organizations paying for -- and with what?
The total reward dimension
17. Organizational story: rewarding development
18. Organizational story: paying for contribution within the UK Senior Civil Service
The performance management process for the SCS
Separating the reward element from performance management
19. Future directions and conclusions
Performance measurement: future directions
Performance development: future directions
Conclusions
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