ISBN : 9780190942878
No other business process has endured such great debate as performance management. Viewed as a critical cornerstone for organizational alignment, it is often met with anxiety and confusion by both managers and employees.
For over 50 years, strategies such as cascading goals and employee ranking have tried to add value to performance management with little success. But in recent years, new ideas have transformed the field into a less formal process designed to encourage employee behaviors that actually drive performance.
Performance Management Transformation takes a practical approach to the current and future state of performance management across the organizational landscape. Case studies from Toyota, Patagonia, Medtronic, GoGo Inflight, and AbbVie, alongside research and commentary by thought leaders in the field, showcase how organizations are taking control and redesigning their performance management processes to address their specific organizational goals, strategies, needs, and preferences.
Nancy T. Tippins
Section 1: Setting the Stage
Chapter 1: State of the Practice in Performance Management: How Did We Get Here?
Section 2: Case Studies
Chapter 2: Performance Management Reform at Toyota Motor North America
Chapter 3: Performance Management at AbbVie: Building a High-Performing Culture
Chapter 4: Medtronic's Contrarian Journey
Matt Walter and Carol Surface
Chapter 5: Reinventing Performance Management at Gogo-the Inflight Internet Company
Heidi M. Glickman and Emily Fisk
Chapter 6: Aligning the Advocates, Traditionalists and Questioners: Seventy Months of Reinventing Performance Management at Deloitte
Jeffrey W. Orlando
Chapter 7: Implementing the PID Scheme in HM Courts and Tribunal Services
Antonia Dietmann, Emma Milton, and Phillip Moore
Chapter 8: Optimizing Performance Through Alignment with Mission and Purpose in a Global Non-Profit Organization
Harris R. Ginsberg and So'ud Habbas
Chapter 9: Transforming Performance at Patagonia
Chapter 10: The Move to No Ratings: Driving Ownership Culture with Performance Management at a Large Healthcare Company
W. Robert Lewis
Section 3: New Research and Future Directions
Chapter 11: Climate for Feedback: The Key to Performance Management Effectiveness
Benjamin Schneider and Gerald E. Ledford Jr.
Chapter 12: How Performance Management Must Change to Drive Adaptability, Resilience, Agility (ARA) and Performance Appraisal/Management
Elaine D. Pulakos and Tracy Kantrowitz
Chapter 13: Context Matters: Importance of Cultural, Economic, and Legal/Political Values in Performance Appraisal/Management
Jeanette N. Cleveland
Chapter 14: Technology's Impact on the Performance Management Transformation
Ryan S. O'Leary and Elizabeth Lentz
Chapter 15: Driving Organizational Strategy Through Performance Management: The Case for Aligned PM
Chapter 16: The Past, Present and Future of Performance Management
Kevin R. Murphy