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<p>Foreword xiii</p> <p>Introduction xv</p> <p>The Authors xxi</p> <p>1 An Expanded View of Performance Management 1<br /><i>Herman Aguinis</i></p> <p>2 Aligning Performance Management with Organizational Strategy, Values, and Goals 45<br /><i>William A. Schiemann</i></p> <p>3 Practical Applications of Goal-Setting Theory to Performance Management 89<br /><i>Peter A. Heslin, Jay B. Carson, and Don Vande Walle</i></p> <p>4 Coaching and Performance Management: How Can Organizations Get the Greatest Value? 115<br /><i>David B. Peterson</i></p> <p>5 The Role of On-the-Job and Informal Development in Performance Management 157<br /><i>Paul Squires</i></p> <p>6 Managing Team Performance in Complex Settings: Research-Based Best Practices 197<br /><i>Eduardo Salas, Sallie J. Weaver, Michael A. Rosen, and Kimberly A. Smith-Jentsch</i></p> <p>7 CEO Performance Management 233<br /><i>Edward M. Mone</i></p> <p>8 Performance Management in Multi-National Companies 271<br /><i>David V. Day and Gary J. Greguras</i></p> <p>9 Managing Contextual Performance 297<br /><i>Richard R. Reilly and Zvi H. Aronson</i></p> <p>10 Using Performance Management As a Learning Tool 329<br /><i>Valerie I. Sessa, Christopher Pingor, and Jennifer Bragger</i></p> <p>11 Diagnosing, Understanding, and Dealing with Counterproductive Work Behavior 359<br /><i>Leanne Atwater and Teri Elkins</i></p> <p>12 Forced Rankings: Pros, Cons, and Practices 411<br /><i>Peter G. Dominick</i></p> <p>13 Technology and Performance Management: What Role Does Technology Play in Performance Management? 445<br /><i>Autumn D. Krauss and Lori Anderson Snyder</i></p> <p>14 Authentic Performance: The Valuation of Behavior as a Negotiated Business Outcome 491<br /><i>Thomas Diamante</i></p> <p>15 Assessing Performance Management Programs and Policies 527<br /><i>Stanley B. Silverman and Wendy M. Muller</i></p> <p>16 Performance Management of the Future 555<br /><i>Nancy T. Tippins and Susan H. Coverdale</i></p> <p>17 Best Practices in Performance Management 585<br /><i>James W. Smither and Manuel London</i></p> <p>Name Index 627</p> <p>Subject Index 645</p> <p>The Editors 667</p>

<p><b>James W. Smither, Ph.D.</b> is professor and Lindback Chair of Business Administration at LaSalle University. He has consulted for organizations such as JP Morgan Chase, BAE Systems, Prudential Securities, HotJobs.com, AT&T, Lucent Technologies, Deloitte & Touche, and United Airlines. He also has published over 30 scholarly articles and chapters and his research has been published in top-tier journals such as <i>Personnel Psychology, Journal of Applied Psychology,</i> and <i>Organizational Behavior and Human Decision Processes.</i> He is the editor of popular <i>Performance Appraisals</i> (1998, J-B).</p> <p><b>Manuel London, Ph.D.,</b> is Director of the Center for Human Resource Management at Stony Brook University. He recently combined his interests in organization and individual assessment and development in his book, <i>Leadership Development</i> (LEA) and received the Book Award from the Society for Human Resource Management for <i>Change Agents</i> (J-B)<i>.</i> London has been a member of several editorial boards, including the <i>Journal of Applied Psychology; Personnel Psychology; Journal of Management;</i> and <i>Academy of Management Review</i>.</p>

<p><b>Performance Management </b></br> Putting Research into Action <p>The typical performance appraisal process puts the emphasis on an annual evaluation of employee performance. Performance management shifts the focus to an ongoing process that includes setting and aligning goals, coaching and developing employees, providing informal feedback, formally evaluating performance, and linking performance to recognition and rewards. <p><i>Performance Management</i>—a volume in the SIOP Professional Practice Series—offers a compendium of the most current thinking, strategies, and best practices in performance management written by leading academics, practitioners, consultants, and researchers in the field. The book's seventeen chapters include an introduction of the concepts and issues, a review of theory and research, evidence-based best practices, dozens of illustrative examples as well as information on future directions, opportunities, and challenges. <p>Written for human resource managers, consultants, and line managers, this important resource contains a wealth of information for implementing an effective performance management system. The book includes information on the: <ul> <li>14 features that help define a successful performance management system</li> <li>7 drivers of alignment including the relationship between alignment and financial performance</li> <li>5 factors that affect the impact of goal setting</li> <li>11 steps to maximize the value of external coaches</li> <li>CEO and board performance management process</li> <li>8 dimensions of national culture that shape performance management processes</li> <li>Role of technology in developing and using a performance management system</li> <li>6 assessment points that can be embedded in a comprehensive performance management system</li> <li>And much more</li> </ul> <p>The contributors offer HR professionals a comprehensive jargon-free understanding of the most recent research, proven practices, and lessons learned on performance management.

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