There has been a shift in HR from performance appraisal to performance management. A new volume in the SIOP Professional Practice Series, this book contains a broad range of performance management topics, offers recommendations grounded in research, and many examples from a variety of organizations. In addition to offering state-of-the-art descriptions of performance management needs and solutions, this book provides empirical bases for recommendations, demonstrates how performance management tracks and helps promote organizational change, and exams critical issues. This book makes an ideal resource for I/O psychologists, HR professionals, and consultants. "In this comprehensive and timely volume, Smither and London assemble an exceptional collection of chapters on topics spanning the entire performance management process. Written by leading researchers and practitioners in the field, these chapters draw on years of research and offer a blueprint for implementing effective performance management systems in organizations. This volume is a 'must-read' for all those interested in performance management."
-John W. Fleenor, Ph.D., research director, Center for Creative Leadership
Foreword xiii
Introduction xv
The Authors xxi
1 An Expanded View of Performance Management 1
Herman Aguinis
2 Aligning Performance Management with Organizational Strategy, Values, and Goals 45
William A. Schiemann
3 Practical Applications of Goal-Setting Theory to Performance Management 89
Peter A. Heslin, Jay B. Carson, and Don Vande Walle
4 Coaching and Performance Management: How Can Organizations Get the Greatest Value? 115
David B. Peterson
5 The Role of On-the-Job and Informal Development in Performance Management 157
Paul Squires
6 Managing Team Performance in Complex Settings: Research-Based Best Practices 197
Eduardo Salas, Sallie J. Weaver, Michael A. Rosen, and Kimberly A. Smith-Jentsch
7 CEO Performance Management 233
Edward M. Mone
8 Performance Management in Multi-National Companies 271
David V. Day and Gary J. Greguras
9 Managing Contextual Performance 297
Richard R. Reilly and Zvi H. Aronson
10 Using Performance Management As a Learning Tool 329
Valerie I. Sessa, Christopher Pingor, and Jennifer Bragger
11 Diagnosing, Understanding, and Dealing with Counterproductive Work Behavior 359
Leanne Atwater and Teri Elkins
12 Forced Rankings: Pros, Cons, and Practices 411
Peter G. Dominick
13 Technology and Performance Management: What Role Does Technology Play in Performance Management? 445
Autumn D. Krauss and Lori Anderson Snyder
14 Authentic Performance: The Valuation of Behavior as a Negotiated Business Outcome 491
Thomas Diamante
15 Assessing Performance Management Programs and Policies 527
Stanley B. Silverman and Wendy M. Muller
16 Performance Management of the Future 555
Nancy T. Tippins and Susan H. Coverdale
17 Best Practices in Performance Management 585
James W. Smither and Manuel London
Name Index 627
Subject Index 645
The Editors 667
