This document provides information about the third edition of the textbook "Performance Management" by Herman Aguinis. It includes details about the author, publisher, copyright information. It also lists changes from previous editions, with a stronger emphasis on the context of performance management, its multidisciplinary nature, the interplay between science and practice, technical implementation details, and the role of interpersonal dynamics. The textbook covers strategic and general considerations of performance management systems, their implementation, employee development, reward systems and legal issues, and managing team performance.
Here are my responses to the case study questions:
1. The form includes the necessary components of employee information, performance attributes to be rated, supervisor and employee comments sections, and scores. It is missing definitions for each performance attribute to ensure common understanding. Developmental goals/plans would help improvement.
2. Having both rates allows capturing different perspectives but may lead to disagreements. The supervisor has oversight but the employee experiences their own performance daily.
3. Based on the information, an appropriate overall rating is a 3. The supervisor rated most attributes as excellent or very good, but noted some issues warranting lower scores bring the overall average to a 3.
4. This form should be completed at least annually, but
This document outlines the learning objectives and content of a chapter on performance management and strategic planning. It discusses key concepts such as:
- The definition and purposes of strategic planning, including defining an organization's identity, preparing for the future, and allocating resources.
- The process of linking performance management to an organization's strategic plan, including developing strategic plans at the unit level, linking job descriptions to plans, and aligning individual performance.
- Components of strategic plans such as environmental analysis, mission and vision statements, goals, and strategies. It provides guidance on creating these elements and ensuring alignment across the organization.
The document aims to help readers understand how strategic planning informs performance management system design and builds support
This chapter discusses performance management and employee development. It covers personal developmental plans, the direct supervisor's role in developing plans, and implementing 360-degree feedback systems. Personal developmental plans specify actions to improve performance and highlight strengths and areas for development. The supervisor's role includes explaining performance expectations, referring employees to development activities, and reviewing objectives. 360-degree feedback involves gathering performance information from superiors, peers, customers, subordinates and the employee themselves to provide anonymous feedback to help employees improve. Risks include unconstructive feedback and lack of user acceptance if not implemented properly.
The document discusses principles for motivating employee commitment to cost reduction initiatives during an economic downturn. It outlines six principles of a Motivating Cost Discipline (MCD) approach: 1) institute a fair process based on shared values, 2) establish leadership cohesion and commitment, 3) create an emotional and rational business case, 4) enlist help from influential frontline managers, 5) involve the organization in considering costs from multiple perspectives, and 6) implement organizational solutions that promote lasting behavioral changes. The article provides examples of how an energy company successfully applied these principles to reduce costs by over 30% while improving employee satisfaction.
The document provides three case studies related to employee development and performance management. The first case study evaluates an employee development form used by Old Dominion University and identifies areas for improvement. The second case study reviews a 360-degree feedback survey tool and notes that rater training and follow up is needed for individuals to benefit from the feedback. The third case study discusses the unsuccessful implementation of a 360-degree feedback system at Ridge Intellectual due to a lack of employee buy-in, rater training, and support for development planning.
This document outlines the key components of a performance management process, including prerequisites, planning, execution, assessment, review, and renewal. It discusses conducting job analyses to understand job requirements and writing descriptions. Performance planning involves setting objectives, standards, and development plans. Execution requires commitment from both employees and managers. Assessment incorporates self and manager evaluations. Reviews cover past performance and future goals. Renewal recaps the cycle and allows for adjustments. The components are interrelated, so weak implementation of any part negatively impacts the overall system.
The memo outlines 6 crucial steps to take before implementing a new performance management system at St. Jessica's Urban Medical Center:
1. Develop a comprehensive communication plan to educate employees on the purpose and goals of the new system, and address any concerns about past failures.
2. Establish a formal appeals process to resolve disputes and gain employee buy-in.
3. Provide rater training to minimize unintentional errors and ensure consistent, accurate evaluations.
4. Pilot test the system with a sample group to identify and address any issues before full implementation.
5. Monitor the system ongoing after launch to evaluate effectiveness and make improvements.
6. Link performance evaluations to strategic goals to
- The performance appraisal form used by CRB, Inc. evaluates employees on attributes like knowledge, communication skills, work results, work style, and service orientation. The form is completed by both the supervisor (Al Brown) and the employee (Bob Jared).
- Al gives Bob positive ratings for his technical skills and work results but notes issues with anger management and paperwork. Bob believes his performance exceeds requirements.
- An appropriate overall success rating for Bob would be a 2.5, as Al acknowledges Bob's valuable contributions but also weaknesses that occasionally impact performance.
- Performance appraisals should be conducted at least semi-annually to provide regular feedback and ensure goals are being met.
Here are my responses to the case study questions:
1. The form includes the necessary components of employee information, performance attributes to be rated, supervisor and employee comments sections, and scores. It is missing definitions for each performance attribute to ensure common understanding. Developmental goals/plans would help improvement.
2. Having both rates allows capturing different perspectives but may lead to disagreements. The supervisor has oversight but the employee experiences their own performance daily.
3. Based on the information, an appropriate overall rating is a 3. The supervisor rated most attributes as excellent or very good, but noted some issues warranting lower scores bring the overall average to a 3.
4. This form should be completed at least annually, but
This document outlines the learning objectives and content of a chapter on performance management and strategic planning. It discusses key concepts such as:
- The definition and purposes of strategic planning, including defining an organization's identity, preparing for the future, and allocating resources.
- The process of linking performance management to an organization's strategic plan, including developing strategic plans at the unit level, linking job descriptions to plans, and aligning individual performance.
- Components of strategic plans such as environmental analysis, mission and vision statements, goals, and strategies. It provides guidance on creating these elements and ensuring alignment across the organization.
The document aims to help readers understand how strategic planning informs performance management system design and builds support
This chapter discusses performance management and employee development. It covers personal developmental plans, the direct supervisor's role in developing plans, and implementing 360-degree feedback systems. Personal developmental plans specify actions to improve performance and highlight strengths and areas for development. The supervisor's role includes explaining performance expectations, referring employees to development activities, and reviewing objectives. 360-degree feedback involves gathering performance information from superiors, peers, customers, subordinates and the employee themselves to provide anonymous feedback to help employees improve. Risks include unconstructive feedback and lack of user acceptance if not implemented properly.
The document discusses principles for motivating employee commitment to cost reduction initiatives during an economic downturn. It outlines six principles of a Motivating Cost Discipline (MCD) approach: 1) institute a fair process based on shared values, 2) establish leadership cohesion and commitment, 3) create an emotional and rational business case, 4) enlist help from influential frontline managers, 5) involve the organization in considering costs from multiple perspectives, and 6) implement organizational solutions that promote lasting behavioral changes. The article provides examples of how an energy company successfully applied these principles to reduce costs by over 30% while improving employee satisfaction.
The document provides three case studies related to employee development and performance management. The first case study evaluates an employee development form used by Old Dominion University and identifies areas for improvement. The second case study reviews a 360-degree feedback survey tool and notes that rater training and follow up is needed for individuals to benefit from the feedback. The third case study discusses the unsuccessful implementation of a 360-degree feedback system at Ridge Intellectual due to a lack of employee buy-in, rater training, and support for development planning.
This document outlines the key components of a performance management process, including prerequisites, planning, execution, assessment, review, and renewal. It discusses conducting job analyses to understand job requirements and writing descriptions. Performance planning involves setting objectives, standards, and development plans. Execution requires commitment from both employees and managers. Assessment incorporates self and manager evaluations. Reviews cover past performance and future goals. Renewal recaps the cycle and allows for adjustments. The components are interrelated, so weak implementation of any part negatively impacts the overall system.
The memo outlines 6 crucial steps to take before implementing a new performance management system at St. Jessica's Urban Medical Center:
1. Develop a comprehensive communication plan to educate employees on the purpose and goals of the new system, and address any concerns about past failures.
2. Establish a formal appeals process to resolve disputes and gain employee buy-in.
3. Provide rater training to minimize unintentional errors and ensure consistent, accurate evaluations.
4. Pilot test the system with a sample group to identify and address any issues before full implementation.
5. Monitor the system ongoing after launch to evaluate effectiveness and make improvements.
6. Link performance evaluations to strategic goals to
- The performance appraisal form used by CRB, Inc. evaluates employees on attributes like knowledge, communication skills, work results, work style, and service orientation. The form is completed by both the supervisor (Al Brown) and the employee (Bob Jared).
- Al gives Bob positive ratings for his technical skills and work results but notes issues with anger management and paperwork. Bob believes his performance exceeds requirements.
- An appropriate overall success rating for Bob would be a 2.5, as Al acknowledges Bob's valuable contributions but also weaknesses that occasionally impact performance.
- Performance appraisals should be conducted at least semi-annually to provide regular feedback and ensure goals are being met.
This chapter discusses methods for measuring employee performance, including measuring results and behaviors. It outlines developing accountabilities, objectives, and performance standards to measure results. This involves identifying key tasks, determining objectives that are specific and time-bound, and setting standards related to quality and quantity. To measure behaviors, the chapter recommends identifying competencies and indicators, and choosing a measurement system such as comparative or absolute ratings. Examples of developing these elements are provided.
Performance management involves continuously identifying, measuring, developing, and aligning employee performance with organizational goals. It differs from performance appraisal which is typically annual and focuses more on assessment. An ideal performance management system is strategic, practical, meaningful, and integrated with other HR functions like training, compensation, and workforce planning. It provides benefits but poor implementation can negatively impact employees, managers, and the organization.
The document provides a job description for a graduate associate position in sourcing and procurement at Disney Consumer Products Studio. It then provides examples of how to develop accountabilities, objectives, and standards for evaluating performance in this role based on the information given. Specifically, it:
1. Identifies three key accountabilities for the role related to analytical support, benchmarking pricing models, and assisting with procurement strategies.
2. Sets specific, measurable objectives for each accountability with target completion dates.
3. Establishes performance standards related to each objective to quantitatively measure results.
Designing an effective pay for performance compensation pay Preeti Bhaskar
This document is a report from the U.S. Merit Systems Protection Board (MSPB) providing guidance to agencies on designing effective pay for performance compensation systems. The report discusses key decision points agencies face in implementing such systems, including whether the agency culture supports change, who and what to reward, how to structure rewards, and ensuring fairness. The MSPB recommends agencies tailor systems to their unique needs but also meet requirements like a supportive culture, effective supervision, rigorous performance evaluations, adequate funding, and checks on fairness. It emphasizes the importance of performance evaluations, selecting and developing supervisors, and communication/training.
The document provides instructions for 7 groups to research various organizations and programs online. It asks the groups to investigate topics like leadership development programs, corporate training programs, knowledge management practices, and apprenticeship programs. The groups are asked to summarize their findings, compare different options, and analyze the purposes and benefits of the programs.
The roles and responsibilities of human resource in the current scenario has undergone with massive amount of change and its main focus is now on evolving such functional strategies that enable effective enforcement of major corporate strategies. Human resource management today work towards enhancing and facilitating the performance of workforce by designing a favorable work environment and offering maximum opportunities to employees to participate in organizational planning and decision making process (Chadwick, 2008). In the present era, all the major activities of human resource are directed towards development of efficient leaders and encourage employee motivation.
The Network Solutions performance management system consisted of five processes: 1) cascading goals and team building, 2) performance planning, 3) development planning, 4) ongoing discussions between managers and employees, and 5) annual performance summaries. The system aimed to align employee and organizational goals, provide development opportunities, and facilitate regular communication between managers and staff.
This document explores results reported by over 601 participants of enParadigm’s Leadership Simulation Workshop(TM) – at AVP, VP and GM level – from over 300 of our client companies across the country.
It introduces the participant profile, lists the key takeaway and proceeds to make relative and comparative analyses.
Course outline training, techniques and practices - fall-2020sirajahmed103
This document outlines a course on training techniques and practices for a BBA program. The course covers topics such as strategic training, training needs assessment, learning theories, transfer of training, training evaluation methods, traditional and technology-based training methods, employee development, and train-the-trainer techniques. It will be taught over 15 weeks, with readings from the suggested textbook and includes assignments, quizzes, two midterms, and a final project. The goal is to familiarize students with the training and development function and provide a framework for designing, implementing, and assessing training programs.
In this file, you can ref useful information about objectives for performance appraisal such as objectives for performance appraisal methods, objectives for performance appraisal tips
In this file, you can ref useful information about employee performance appraisal format such as employee performance appraisal format methods, employee performance appraisal format tips
The document discusses the process of identifying training needs within an organization. It begins by defining training needs assessment and outlines its objectives. The key steps in the identification process are then explained, including organizational analysis, task analysis, and individual analysis to determine performance gaps. Various tools and methods for data collection and analysis are also presented, such as documentation review, observations, surveys, and interviews. Finally, recent examples and the typical cycle of training need identification, delivery, and evaluation are summarized.
This document discusses the analysis phase of the instructional design process. It explains that the analysis phase involves conducting a training needs analysis through various types of analysis like context analysis, user analysis, work analysis, and content analysis. The purpose of needs analysis is to identify performance gaps, set training priorities, and inform training decisions. Needs assessment techniques may include observation, questionnaires, interviews, and focus groups. The output of the analysis phase is a job analysis report containing training recommendations and course content.
In this file, you can ref useful information about performance appraisal form sample such as performance appraisal form sample methods, performance appraisal form sample tips, performance appraisal form sample forms, performance appraisal form sample phrases … If you need more assistant for performance appraisal form sample, please leave your comment at the end of file.
Moving from Training to Performance Consulting is being discussed in this chapter of Effective HR. The main objective of this presentation is to know more about training in India. The factors, elements and transitions have been discussed in this presentation created by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
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Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
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Identify barriers to quality improvement, their causes and impact, and describe methods for overcoming them.
The #DROOS_FLGAWDA channel is dedicated to providing scientific content that effectively contributes to building knowledge among interested and quality workers as well as manufacturers and service providers so that they can achieve their products better, faster and at the lowest cost.
Simply channel #DROOS_FLGAWDA... will change your life for the better
JOIN-US FOR FREE
https://goo.gl/4S8PQ8
This presentation discusses training needs analysis (TNA), which is a method for determining if training is needed and what type of training would fill any gaps. It identifies common indicators of a need for training, such as complaints, poor work quality, or high turnover. The presentation outlines a 7-step process for conducting a TNA: document the problem, investigate, plan the analysis, select techniques, conduct the analysis, analyze data, and report findings. It lists techniques for gathering data like interviews, surveys, job descriptions, and supervisor reports.
Day 2 1135 - 1220 - pearl 2 - karthik parvathiPMI2011
1. The document discusses how integrating HR and business processes is key to creating a strong, engaged workforce. It outlines challenges in project management and talent management.
2. An engaged workforce is characterized by increased productivity, retention, and a participatory culture. Recruitment processes were improved using DMAIC methods, reducing cycle time and saving $18 million.
3. Business involvement in performance management, deployment, and competency processes helps with workforce retention. Tools like an ERP system and internal platforms aim to foster participation and engagement.
Organizational Framework and Competitive StrategyRenjoie Soriano
This document discusses organizational frameworks and competitive strategies related to supply chain management. It covers the advantages of centralized supply management, including promoting effective use of purchasing professionals and generating bigger profits. It also discusses the disadvantages, such as increased coordination requirements. Competitive strategies are determined by available resources and business environment. The supply chain must be consistent with the organization's strategy, such as providing high quality materials at low cost. Strategic resource planning requires understanding the corporate strategic plan and carefully evaluating supplier capabilities. The dynamic evaluation and system implementation involves data collection and analysis, organization reengineering, and resource implementation and evaluation.
This document is the preface and introduction to the 4th edition of the book "Performance Management" by Herman Aguinis. It discusses how in today's globalized world, technological and product differentiation is no longer a key competitive advantage for most companies. Rather, having engaged and talented employees who can offer outstanding customer service has become the main source of competitive advantage, referred to as "human capital." Performance management systems are seen as key tools for transforming employees' talent and motivation into a strategic business advantage. However, many performance management systems are not living up to their promise, with a global survey finding that only 27% of employees believe their company's performance management process is effective. The introduction sets up the importance and goals of the
This chapter discusses methods for measuring employee performance, including measuring results and behaviors. It outlines developing accountabilities, objectives, and performance standards to measure results. This involves identifying key tasks, determining objectives that are specific and time-bound, and setting standards related to quality and quantity. To measure behaviors, the chapter recommends identifying competencies and indicators, and choosing a measurement system such as comparative or absolute ratings. Examples of developing these elements are provided.
Performance management involves continuously identifying, measuring, developing, and aligning employee performance with organizational goals. It differs from performance appraisal which is typically annual and focuses more on assessment. An ideal performance management system is strategic, practical, meaningful, and integrated with other HR functions like training, compensation, and workforce planning. It provides benefits but poor implementation can negatively impact employees, managers, and the organization.
The document provides a job description for a graduate associate position in sourcing and procurement at Disney Consumer Products Studio. It then provides examples of how to develop accountabilities, objectives, and standards for evaluating performance in this role based on the information given. Specifically, it:
1. Identifies three key accountabilities for the role related to analytical support, benchmarking pricing models, and assisting with procurement strategies.
2. Sets specific, measurable objectives for each accountability with target completion dates.
3. Establishes performance standards related to each objective to quantitatively measure results.
Designing an effective pay for performance compensation pay Preeti Bhaskar
This document is a report from the U.S. Merit Systems Protection Board (MSPB) providing guidance to agencies on designing effective pay for performance compensation systems. The report discusses key decision points agencies face in implementing such systems, including whether the agency culture supports change, who and what to reward, how to structure rewards, and ensuring fairness. The MSPB recommends agencies tailor systems to their unique needs but also meet requirements like a supportive culture, effective supervision, rigorous performance evaluations, adequate funding, and checks on fairness. It emphasizes the importance of performance evaluations, selecting and developing supervisors, and communication/training.
The document provides instructions for 7 groups to research various organizations and programs online. It asks the groups to investigate topics like leadership development programs, corporate training programs, knowledge management practices, and apprenticeship programs. The groups are asked to summarize their findings, compare different options, and analyze the purposes and benefits of the programs.
The roles and responsibilities of human resource in the current scenario has undergone with massive amount of change and its main focus is now on evolving such functional strategies that enable effective enforcement of major corporate strategies. Human resource management today work towards enhancing and facilitating the performance of workforce by designing a favorable work environment and offering maximum opportunities to employees to participate in organizational planning and decision making process (Chadwick, 2008). In the present era, all the major activities of human resource are directed towards development of efficient leaders and encourage employee motivation.
The Network Solutions performance management system consisted of five processes: 1) cascading goals and team building, 2) performance planning, 3) development planning, 4) ongoing discussions between managers and employees, and 5) annual performance summaries. The system aimed to align employee and organizational goals, provide development opportunities, and facilitate regular communication between managers and staff.
This document explores results reported by over 601 participants of enParadigm’s Leadership Simulation Workshop(TM) – at AVP, VP and GM level – from over 300 of our client companies across the country.
It introduces the participant profile, lists the key takeaway and proceeds to make relative and comparative analyses.
Course outline training, techniques and practices - fall-2020sirajahmed103
This document outlines a course on training techniques and practices for a BBA program. The course covers topics such as strategic training, training needs assessment, learning theories, transfer of training, training evaluation methods, traditional and technology-based training methods, employee development, and train-the-trainer techniques. It will be taught over 15 weeks, with readings from the suggested textbook and includes assignments, quizzes, two midterms, and a final project. The goal is to familiarize students with the training and development function and provide a framework for designing, implementing, and assessing training programs.
In this file, you can ref useful information about objectives for performance appraisal such as objectives for performance appraisal methods, objectives for performance appraisal tips
In this file, you can ref useful information about employee performance appraisal format such as employee performance appraisal format methods, employee performance appraisal format tips
The document discusses the process of identifying training needs within an organization. It begins by defining training needs assessment and outlines its objectives. The key steps in the identification process are then explained, including organizational analysis, task analysis, and individual analysis to determine performance gaps. Various tools and methods for data collection and analysis are also presented, such as documentation review, observations, surveys, and interviews. Finally, recent examples and the typical cycle of training need identification, delivery, and evaluation are summarized.
This document discusses the analysis phase of the instructional design process. It explains that the analysis phase involves conducting a training needs analysis through various types of analysis like context analysis, user analysis, work analysis, and content analysis. The purpose of needs analysis is to identify performance gaps, set training priorities, and inform training decisions. Needs assessment techniques may include observation, questionnaires, interviews, and focus groups. The output of the analysis phase is a job analysis report containing training recommendations and course content.
In this file, you can ref useful information about performance appraisal form sample such as performance appraisal form sample methods, performance appraisal form sample tips, performance appraisal form sample forms, performance appraisal form sample phrases … If you need more assistant for performance appraisal form sample, please leave your comment at the end of file.
Moving from Training to Performance Consulting is being discussed in this chapter of Effective HR. The main objective of this presentation is to know more about training in India. The factors, elements and transitions have been discussed in this presentation created by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Identify barriers to quality improvement, their causes and impact, and describe methods for overcoming them.
The #DROOS_FLGAWDA channel is dedicated to providing scientific content that effectively contributes to building knowledge among interested and quality workers as well as manufacturers and service providers so that they can achieve their products better, faster and at the lowest cost.
Simply channel #DROOS_FLGAWDA... will change your life for the better
JOIN-US FOR FREE
https://goo.gl/4S8PQ8
This presentation discusses training needs analysis (TNA), which is a method for determining if training is needed and what type of training would fill any gaps. It identifies common indicators of a need for training, such as complaints, poor work quality, or high turnover. The presentation outlines a 7-step process for conducting a TNA: document the problem, investigate, plan the analysis, select techniques, conduct the analysis, analyze data, and report findings. It lists techniques for gathering data like interviews, surveys, job descriptions, and supervisor reports.
Day 2 1135 - 1220 - pearl 2 - karthik parvathiPMI2011
1. The document discusses how integrating HR and business processes is key to creating a strong, engaged workforce. It outlines challenges in project management and talent management.
2. An engaged workforce is characterized by increased productivity, retention, and a participatory culture. Recruitment processes were improved using DMAIC methods, reducing cycle time and saving $18 million.
3. Business involvement in performance management, deployment, and competency processes helps with workforce retention. Tools like an ERP system and internal platforms aim to foster participation and engagement.
Organizational Framework and Competitive StrategyRenjoie Soriano
This document discusses organizational frameworks and competitive strategies related to supply chain management. It covers the advantages of centralized supply management, including promoting effective use of purchasing professionals and generating bigger profits. It also discusses the disadvantages, such as increased coordination requirements. Competitive strategies are determined by available resources and business environment. The supply chain must be consistent with the organization's strategy, such as providing high quality materials at low cost. Strategic resource planning requires understanding the corporate strategic plan and carefully evaluating supplier capabilities. The dynamic evaluation and system implementation involves data collection and analysis, organization reengineering, and resource implementation and evaluation.
This document is the preface and introduction to the 4th edition of the book "Performance Management" by Herman Aguinis. It discusses how in today's globalized world, technological and product differentiation is no longer a key competitive advantage for most companies. Rather, having engaged and talented employees who can offer outstanding customer service has become the main source of competitive advantage, referred to as "human capital." Performance management systems are seen as key tools for transforming employees' talent and motivation into a strategic business advantage. However, many performance management systems are not living up to their promise, with a global survey finding that only 27% of employees believe their company's performance management process is effective. The introduction sets up the importance and goals of the
Overall feedbackYou addressed most all of the assignment req.docxjacksnathalie
The document provides feedback on an assignment submitted by a student. It notes that while the student addressed most requirements, the introduction could have better identified the key areas to be covered. Additionally, only one scholarly peer-reviewed journal article was included when two were required. The feedback recommends reviewing instructions carefully and including an introduction describing coverage areas and the required number of scholarly sources in the future.
Overall feedbackYou addressed most all of the assignment req.docxhoney690131
Overall feedback:
You addressed most all of the assignment requirements. The assignment had several requirements including, but not limited to: an introduction, 3 questions, conclusion, and at least 2 scholarly references to support your claims. You did include an introduction. However, the introduction should briefly identify the key areas/sections to be covered in the paper. This helps the reader navigate through the organization of both your paper and thought process. You did address the question requirements. The assignment required at least 2 scholarly peer reviewed journal articles. Although you included several references, I only saw one scholarly peer reviewed journal article. Moving forward. Be sure to carefully review the instructions before and after you complete your final draft to ensure all requirements have been met. Second, always include an introduction which briefly describes what areas will be covered. Finally, make sure that you include the required number of scholarly peer reviewed journal articles to support your claims. If you have questions, please contact me.
be sure to fully address the question with terminology and concepts from the book to apply to the case. This demonstrates proficiency at the required tasks. For example, question 2 asked:
Question #2: Discuss your plans for developing formal job descriptions for the employees at the second shop
For this question, I was looking for your approach in terms of methods discussed in the text (interviews, observations, questionnaires, etc.) and application to the case study to show application of the concepts/theories.
As far as the scholarly peer reviewed journal articles, this is an essential part of supporting your claims at the graduate level of writing. The assignment required 2 scholarly peer reviewed journal articles. I only saw one? The purpose of this requirement is to ensure that you are supporting your claims with contemporary research within the management/business discipline. Second, this also gives credit to the author's ideas. While I do not point out every error or missing item on your paper, I focus on those areas/content that are required and can be improved. Moving forward, be sure to fully address each question with terminology from the text/material, as well as provide examples to demonstrate the ability to apply the concepts to the case study. I look forward to receiving your next paper. Second, be sure to include the required number of current (within past 5 years) scholarly peer reviewed journal articles to support your paper.
.
Performance Management
Third Edition
Herman Aguinis
Kelley School of Business
Indiana University
Boston Columbus Indianapolis New York San Francisco Upper Saddle River
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
Credits and acknowledgments borrowed from other sources and reproduced, with per.
This document provides information about a Certified Maintenance & Reliability Professional (CMRP) training course taking place from October 09-13, 2016 in Dubai, UAE. The course offers a 15% early bird discount for registrations 25 days prior and registration closes 15 days before the start date. The course reviews materials covered on the CMRP exam and is designed to help professionals at all levels preparing for the exam. It covers topics like business management, reliability concepts, maintenance strategies, and failure analysis. Upon completing the course, participants will be eligible for the CMRP online exam and 1 year of SMRP membership.
This document outlines key concepts from Chapter 6 of the textbook "Operations Management 10th Edition" by Jay Heizer and Barry Render. It discusses topics related to quality management including total quality management, continuous improvement, Six Sigma, employee empowerment, benchmarking, just-in-time, and various quality tools. Specific approaches from Deming, Juran, Feigenbaum, and Crosby are compared. International quality standards like ISO 9000 and ISO 14000 are also summarized.
Overview of U.S. Leadership's Consulting Servicesrickj41
The document discusses the Accelerating Company Excellence (ACE) assessment process, which is a 10-step methodology used by US Leadership, Inc. to help emerging companies improve performance. It involves administering surveys, interviews and assessments to identify areas for growth, then developing multi-year project plans to enhance the 10 key areas of excellence and achieve performance goals. Projections are made to estimate how companies can progress in each area over 12, 24 and 48 months through continuous improvement efforts.
This document provides an overview and instructions for a course on Performance Management. It outlines the learning content that will be covered, including a course text, additional materials on the course website, and past exam questions. The document notes that the content is regularly updated and any changes will be reflected on the website first before being included in exams. Students are instructed to check the version number on materials to ensure they have the latest information. Contact information is provided for the course providers to address any other questions or concerns.
Training effectiveness-ISO ProspectiveSAROJ BEHERA
The document discusses training effectiveness and evaluation from an ISO perspective. It provides an overview of ISO models and Kirkpatrick's model for training evaluation. Kirkpatrick's 4-level model includes reaction, learning, behavior, and results. While widely known, higher levels are rarely evaluated due to difficulties in measurement and the perception they are beyond the scope of most trainers.
SpiraTeam/SpiraPlan supports key aspects of managing agile projects including:
1) Establishing a product roadmap by engaging stakeholders, prioritizing requirements, and grooming the backlog for multiple iterations.
2) Estimating work as a team by increasing transparency, using themes as goals, and planning for risk.
3) Managing the agile process through features that support managing flow and velocity, increasing task and testing visibility, automating reporting, and triaging defects without breaking commitments.
This document summarizes a project management simulation tool called PROSIM that is offered by Accelerated Learning Technologies. PROSIM measures the impact of learning on knowledge gain, behavioral change, and business results. It uses a gamification model and integrates situational leadership principles. The simulation applies project management methodologies like PMBOK and uses a customizable case study. It also includes a 21-day post-training assignment to facilitate learning transfer and measure impact on employee performance and business results. Feedback from participants indicates the program improves job performance and aligns with business goals. Data shows it increases knowledge, competencies, and generates tangible results like a $380,000 customer initiative from one participant.
This document summarizes an applied research paper about implementing a quality management system to improve the quality of education. The paper aims to analyze the root causes of poor quality and recommend solutions. A survey was conducted that found the root cause was a lack of standardized business processes. The objectives are to standardize processes according to ISO, measure performance, manage time and costs more effectively. The recommended solution is to implement a quality management system certified to ISO 9001 and use Six Sigma and Theory of Constraints methodologies. Implementing these changes would improve business operations and thereby improve the quality of education.
Shifting the conversation from cost to value! How to gather the right evidenc...Dr. Regis P. Chasse, MBA
For many years, Chief Learning Officers have proudly reported the cost of a learning hour, the ratio of L&D professionals per 1000-employee, or how many people their high-priority programs reached (efficiency); however, many learning executives struggle to articulate the real business value of their learning initiatives. Moving the conversation with stakeholders from a cost perspective to a value perspective is a critical aspect of engaging in rich exchanges with the business and becoming a true business partner.
After a focused effort, Majid Al Futtaim’s Leadership Institute now uses a pragmatic and cost-effective approach to measure the business impact of learning (effectiveness). The Leadership Institute Framework for Effectiveness Evaluation (LIFE2) will be introduced, supported with real examples from its School of Leadership Development and the School of Analytics & Technology.
Objectives :
• Understand the pillars of the Leadership Institute Framework for Effectiveness Evaluation (LIFE2)
• Understand the key steps to develop their own measurement approach for a specific program
• Understand the importance of post-measurement dialog with the business and follow-though
• Gain insights on the Leadership Institute lessons learned while implementing this framework
Target audience: Learning and HR business partners and executives who want to build credibility and trust with the business, and show the business value of their learning initiatives.
This document discusses designing compensation systems based on individual contributions and skills. It provides information on merit pay systems, including determining merit increase amounts and using merit pay grids. It also discusses designing compensation specifically for sales forces and knowledge workers. Key aspects covered include skill-based pay, competency-based pay, developing competency models, mapping competencies to individual employees, and using competency factors to determine compensation.
The document provides information about the Project Management Professional (PMP)® examination, including:
1) It describes the process used to develop the PMP examination content outline, which is based on a role delineation study to ensure the exam validly measures the knowledge and skills required of project managers.
2) It provides the exam content outline, dividing the exam into five domains and indicating the percentage of exam questions that will come from each domain.
3) It lists the domains, tasks, and knowledge and skills statements that define the roles and competencies measured by the exam.
[To download this presentation guide, visit: https://www.oeconsulting.com.sg]
The Total Productive Maintenance (TPM) Excellence Award is conferred by the Japan Institute of Plant Maintenance (JIPM) to recognize organizations that have attained a high level of manufacturing excellence.
The TPM excellence initiative helps organizations to know where they are on the excellence journey and what they need to do to achieve a higher level of performance. This is done through a thorough assessment of organizational performance against the requirements of an internationally benchmarked TPM excellence framework.
HOW TO USE THE TPM SELF-ASSESSMENT GUIDE & TOOL
Use the guidebook to help you perform the TPM self-assessment process. Use the tool to benchmark your organization's TPM performance in ten areas of evaluation based on the TPM excellence criteria and checklist items. The total score will give you a baseline of where you are, and the identified strengths and areas for improvement will help you chart an action plan to improve overall performance.
OBJECTIVES
By the end of this self-assessment program, you will be able to:
1. Understand the TPM framework based on the JIPM standard for world-class manufacturing excellence
2. Define the TPM Criteria and Evaluation Areas
3. Describe the Point Values and Scoring Guidelines
4. Conduct a systematic TPM self-assessment and identify areas for improvement
5. Establish a baseline position so you can measure your progress over time
CONTENTS
1. Overview of the TPM Excellence Model
2. Criteria for TPM Excellence
3. Award Criteria Guidance Points
4. Scoring Guidelines
5. TPM Self-assessment
6. Post TPM Self-assessment
Note: This package comes with a TPM self-assessment guidebook (PowerPoint format) and a TPM self-assessment tool (Word format).
To download this presentation guide, visit: https://www.oeconsulting.com.sg
This dissertation evaluates the impact of enterprise resource planning (ERP) systems on organizational performance for small to medium enterprises in manufacturing. The document presents a literature review on topics related to facility management, quality management initiatives, performance measurement, and ERP systems. It then describes a methodology for measuring organizational performance that includes defining key performance indicators, collecting and analyzing data through an ERP system, and applying performance measurement tools. A case study is presented of a manufacturing company that implemented an ERP system. The results and analysis in Chapter 4 quantify changes in various performance metrics before and after the ERP implementation.
Similar to Performance management third editionherman aguinis (20)
Organizational Analysis Write a 5-7-page paper on a conflict th.docxamit657720
Organizational Analysis
Write a 5-7-page paper on a conflict that he or she experienced in an organizational setting.
The submission must be typed, double-spaced, and have uniform 1-inch margins in 12-point Times New Roman font.
The organizational analysis will contain the following sections:
• Background and history that led to the conflict.
• How/why did the conflict escalate?
• How was the conflict resolved?
• What would the student have done differently, based on what he or she has learned in the class?
.
Organizational BehaviorThe field of organizational behavior ca.docxamit657720
Organizational Behavior
The field of organizational behavior can be organized around three levels: individual level, team level, and organizational level. In other words, some theories focus on factors influencing individual behavior (e.g., personality, motivation). Some theories focus on factors influencing team or group behaviors (e.g., group development, conflict, roles). Still other theories focus on factors that tend to operate at an organizational level (e.g., structure, culture, leadership).
During the course, you have studied a variety of theories and perspectives at all these levels. Which ones seem most meaningful to you?
For your last paper:
Select one theory or perspective that you have studied that seems to be an individual level theme. One that you have studied that seems to be a team level theme. And one that you have studied that seems to be an organizational level theme. Summarize what those theories are and why each pertains to its corresponding level (individual, team, or organization).
Analyze those three theories based on this question: Why do people do what they do in organizations? That is, how do the theories you have selected help explain "organizational behavior?"
What are the challenges, problems, or difficulties in behavior as suggested by each of your theories?
What are the potential strategies and solutions (to the challenges) as suggested by your theories?
How do your three theories seem to fit together? How do they seem to interact with each other? What important lessons can you derive from thinking about the interaction of the theories?
Submission Details:
Submit your answers in a 5 Microsoft Word document, using APA style.
Support your work with examples and research.
Name your document SU_MGT3002_W5_LastName_FirstInitial.doc.
Submit your document to the Submissions Area by the due date assigned.
.
Organizational behavior is the combination of four areas of study—ps.docxamit657720
Organizational behavior is the combination of four areas of study—psychology, social psychology, sociology, and anthropology. While each of these areas involves an examination of people and their interactions, the focuses are quite different:
Psychology studies the mind and how people make decisions.
Social Psychology examines how people work in groups.
Sociology explores how systems work within the organization.
Anthropology examines how culture works within the organization.
Now, assume that you are an organizational consultant and have been asked by a new CEO to evaluate the strengths and weaknesses of the organization.
Step 2 - Post a Response
Respond to the following.
Of the four areas of study listed above, which would you focus on first?
Make sure to explain why you chose this area, and why it would take precedence over the other areas.
.
Organizational CommunicationPeople in this organization don’t.docxamit657720
Organizational Communication
“People in this organization don’t talk to one another anymore. Everything is e-mail, e-mail, e-mail. If you are mad at someone, you can just say it and then hide behind your computer.” With these words, Joe expressed his frustrations with Delta General’s operations. Charley echoed his concerns, responding, “I agree, but surely the managing director should be able to improve organizational communication without losing the advantages of e-mail.” As a consultant overhearing this conversation, how do you suggest the managing director respond to Charley’s challenge?
Guided Response:
Respond to at least two of your classmates’ postings.
.
Organizational Culture Edgar H. Schein I I I I II I II .docxamit657720
Organizational Culture
Edgar H. Schein
I I I I II I II
ABSTRACT: The concept of organizational culture has
received increasing attention in recent years both from
academics and practitioners. This article presents the au-
thor's view of how culture shouM be defined and analyzed
if it is to be of use in the field of organizational psychology.
Other concepts are reviewed, a brief history is provided,
and case materials are presented to illustrate how to an-
alyze culture and how to think about culture change.
To write a review article about the concept of organiza-
tional culture poses a dilemma because there is presently
little agreement on what the concept does and should
mean, how it should be observed and measured, how it
relates to more traditional industrial and organizational
psychology theories, and how it should be used in our
efforts to help organizations. The popular use of the con-
cept has further muddied the waters by hanging the label
of"culture" on everything from common behavioral pat-
terns to espoused new corporate values that senior man-
agement wishes to inculcate (e.g., Deal & Kennedy, 1982;
Peters & Waterman, 1982).
Serious students of organizational culture point out
that each culture researcher develops explicit or implicit
paradigms that bias not only the definitions of key con-
cepts but the whole approach to the study of the phe-
nomenon (Barley, Meyer, & Gash, 1988; Martin & Mey-
erson, 1988; Ott, 1989; Smircich & Calas, 1987; Van
Maanen, 1988). One probable reason for this diversity of
approaches is that culture, like role, lies at the intersection
of several social sciences and reflects some of the biases
of eachwspecifically, those of anthropology, sociology,
social psychology, and organizational behavior.
A complete review of the various paradigms and
their implications is far beyond the scope of this article.
Instead I will provide a brief historical overview leading
to the major approaches currently in use and then de-
scribe in greater detail one paradigm, firmly anchored in
social psychology and anthropology, that is somewhat in-
tegrative in that it allows one to position other paradigms
in a common conceptual space.
This line of thinking will push us conceptually into
territory left insufficiently explored by such concepts as
"climate," "norm," and "attitude." Many of the research
methods of industrial/organizational psychology have
weaknesses when applied to the concept of culture. If we
are to take culture seriously, we must first adopt a more
clinical and ethnographic approach to identify clearly the
kinds of dimensions and variables that can usefully lend
themselves to more precise empirical measurement and
Sloan School of Management,
Massachusetts Institute of Technology
I I [ Illll
hypothesis testing. Though there have been many efforts
to be empirically precise about cultural phenomena, there
is still insufficient linkage of theory wit.
Organizational culture is so ubiquitous that it affects all area.docxamit657720
Organizational culture is so ubiquitous that it affects all areas of group life. Though organizational culture is not always immediately obvious in organizations, its outcomes (e.g., turnover, morale, productivity) can be. Some workplaces require employees to wear business attire whereas others allow employees to dress casually. In some workplaces, formal address is used and in others, people use first names regardless of position. Both examples reflect organizational norms, or “the way we do things around here,” otherwise known as
organizational culture
. Organizational culture may be subtle yet pervasive and may have a profound effect on employee attitudes and behavior.
Organizational culture affects each of the levels of organizational assessment: individual, small group, large group, intergroup, and organization. As an organizational consultant or practitioner, it is beneficial to have a
toolbox
of assessments for organizational evaluation for each of these levels. By assessing organizational culture, practitioners and consultants can then develop evidence-based interventions to address the issues identified by the assessment and evaluation processes.
Consider how the information above may be applied to the Greenvale Correctional Facility case study that follows.
Greenvale Correctional Facility is a large, privately-owned, medium-security prison in the southeastern United States. The prison opened in 1988, and, until recently, it employed 300 security, operational, facilities, maintenance, healthcare, and administrative employees.
The prison’s salary and benefit structure are comparable to other prison systems around the country. However, Greenvale is currently experiencing significant attrition, creating an unsafe and unstable environment, both for the inmates and remaining employees. Staff has reduced from 300 to 210 employees during the last 6 months, and attempts to recruit and hire new staff have been challenging. Online recruitment, employee sourcing, and participation in various job fairs have not created a plentiful base of trained, experienced employment candidates, and efforts to retain existing personnel have been unsuccessful. Exit interview data point to leadership issues, and poor working conditions.
Prison leadership is comprised of Warden Bob Jones, who started at Greenvale when it first opened; Sergeant Dave Lee, the senior-level correctional leader with over 15 years of experience; and Officer Stan Phillips, a correctional manager who joined the leadership team in 2015. All three leaders work collaboratively, but they tend to remain siloed away from the other employees. All of the prison’s communications are
top-down
and authoritative; the leadership team believes this style is necessary given the work environment and inherent risks involved. While the team believes they are fostering a management-by-objectives culture, many employees feel excluded from the process and perceive more of an in-group/out-group m.
OracleFIT5195-2-Star Schema.pdfWeek 2 – Star SchemaSe.docxamit657720
This document discusses star schemas and bridge tables in data warehousing. It provides an overview of star schemas and their components, including facts, dimensions, and attributes. It also discusses bridge tables, which are used to link dimensions when a direct relationship does not exist in the source data. Two case studies are presented that involve creating star schemas and bridge tables to model sales data and truck delivery data for analysis. Bridge tables allow extending star schemas into snowflake schemas when dimensions cannot be directly connected to facts.
Oral PresentationPlease pick (1) one of the following topics.docxamit657720
Oral Presentation
Please pick (1) one of the following topics below and present a 5-
7 minute oral presentation:
1.
Race and contemporary concerns relative to policing particular ethnic communities
2.
Public opinion of police by different ethnic groups
3.
Police practices and police community relations
4.
Police corruption and citizen complaints relative to ethnicity
Note:
I strongly encourage you to research your information before you present in class.
.
Option A. You are a student at a New York City college in Septe.docxamit657720
Option A. You are a student at a New York City college in September, 1776. Write a letter home. You are asking for money. Work in a reference to what your parents do -- and are they your parents, or is one a step-parent? You could work in a little social history here, perhaps on high mortality rates. To sweeten your request, tell the people at home what's been going on in New York City. Mention two specific events you've witnessed. Finally -- is this a legitimate request? (Is your college still holding classes?) You'll have to cruise the internet for background information; just cite what you use. If you're feeling rather proud of what you've achieved, by the way, I'm giving you a benchmark against which to compare your efforts, a letter of
James Madison (Links to an external site.)
written in 1774.
Option B. This is a rather open question, and, again, you'll be cruising on the internet or using the library's resources. If you use Wikipedia, I ask that you go further; maybe you could consult one of the sources listed in the "reference section" usually included at the end of a Wikipedia article. What I would like you to do is to choose three of the Native American peoples that lived in the Ohio Valley between 1750 and 1850. Tell me who they are, what they have in common with each other, and some of the differences between each. Then, locate one myth told by these people. (You might start
here (Links to an external site.)
on the internet. The library has some material -- rummage! Search for "North American mythology;" I would consider an Iroquois myth as qualifying.) Tell me about the myth, and then tell me what this myth says about the culture of the people who produced it.
Essays are to be turned in as hard copy -- either printed, or hand-written. In either case, if you can manage it, double-space. I don't do a word count, but I expect some development. There should be an introductory paragraph, a body of the essay presenting your argument, with evidence (quotations or particular references are good), and a conclusion.
Grammar matters to me. Avoid sentence fragments; avoid misspellings and dangling modifiers.
If you use a source I haven't provided, then cite it. Don't copy word-for-word from what I provide unless you're using quotation marks; if it's not self-evident, tell me which source you've gotten your quotation from. Plagiarism rates an F.
There are due dates for each essay. Aim to get it in on the due date. I'll accept it up to 2 days later without penalty. Not after that.
You only need to do 3 essays, not all 4!
.
Order #12087Type of serviceWriting from ScratchWork type.docxamit657720
Order #12087
Type of service: Writing from Scratch
Work type: Analysis (any type)
Pages: 1 pages ( 550 words, Single spaced
Number of sources: 3
Subject or discipline: Music
Title: Analysis of "In th Hall of the Mountain King" from Peer Gynt no 1 Suite op 48 IV
Paper instructions:
Comment as a referential, critical, perceptive listener on how Grieg achieves unity and variety with the use of dynamics, timbre, pitch and temp.
Listening perspectives c4elink
Order #12085
Type of service: Writing from Scratch
Subject or discipline: Music
Title: Writer's choice
Pages: 1 pages ( 550 words, Single Spaced)
Number of sources: 3
Paper instructions:
The piece is cherry pink and apple blossom white (4:08) . Need to know number of musical ideas? The timings ( start and stop) of different sections, Unity and variety thru use of dynamics , timber, pitch; List Characteristics of the style; purpose on a C4elink
.
ORAL PRESENTATION( POWER POINT ) 12 SLICES . use the Manual of Menta.docxamit657720
ORAL PRESENTATION( POWER POINT ) 12 SLICES . use the Manual of Mental Disorders (DSM-5) AND OTHER REFERENCES
INTRODUCTION
WHAT IS PEDOPHILIA
CLASSIFICATIONS
MATERIALIZATION OF PEDOPHILIA
CHARACTERIZATION OF THE PEDOPHILE
DESCRIPTION
EMOTIVE NEEDS OF PEDOPHILES
CAUSES
DIAGNOSIS
DIFFERENTIAL DIAGNOSIS
TREATMENT OF PEDOPHILE
.
Organizational change initiatives are a team effort. It is the j.docxamit657720
Organizational change initiatives are a team effort. It is the job of the leadership team to ensure that transition is a success. To do so, the right leaders must be put in place, and each must hold a thorough understanding of their roles and responsibilities.
Examine the
Delta Pacific Case Study
, then analyze the following:
· What are the challenges facing Delta Pacific?
· What change initiative would be most effective to implement within this organization?
· What type of change leaders need to be put in place? (Ex.: Change Lead, Change Managers, Change Analyst, etc.)
· What departments, areas, and stakeholders will each leader be responsible for?
· Where will each change leader be most effective?
· What roles will each change leader need to play at their level of influence?
Leadership Structure Plan
Utilizing the above information, create a
Leadership Structure Plan
that includes the following:
· At least three change leader positions to be put in place for the change initiative.
· Description of each change leader's roles and responsibilities.
· Account of departments they will lead.
· A short description of how each position will effectively aid in the success of the initiative.
Note: When creating your plan, think in terms of a job description and job analysis, and the detail used to specifically identify the roles and responsibilities of each particular job assignment. Â While this particular project does not have a page requirement, keep in mind that a thorough plan should be no less than 3 pages in length. Use headers for each category.
The paper should include an APA formatted cover page and reference page.
.
This document discusses four systemic dimorphic fungi - Histoplasma capsulatum, Blastomyces dermatitidis, Coccidioides immitis, and Paracoccidioides brasiliensis. It describes their characteristic morphologies in both mold and yeast phases, geographic distributions, diseases caused, methods of identification including culture characteristics and microscopy, and safety precautions for working with them. Proper identification requires demonstrating both mold and yeast phases as well as other tests such as exoantigen testing and molecular techniques.
Option 2Several artists created multiple self-portraits. Select.docxamit657720
Three self-portraits by the same artist were selected and studied closely to analyze the differences between them and what the artist was exploring or conveying in each. A reflection on how this assignment reinforced concepts from the module was written, citing required readings and supplementary materials as appropriate.
Option 1 Media and Mental IllnessFind a source of informa.docxamit657720
Option 1: Media and Mental Illness
Find a source of information in the media (e.g., newspaper, talk shows, TV programs, films, etc.) that deal directly with mental illness
You will need to cite this media source in your References page
Discuss the quality of the coverage, the accuracy/inaccuracy of the images presented, the assumptions made about mental illness, and an overall evaluation of the coverage.
Be scientific, back up your arguments with the research literature. How does this coverage affect those suffering from the particular form of mental illness covered?
Could you present the information in a better way? How?
Your paper will need to be 2 to 5 pages in APA format, not including a title page and reference page. The rubric will be posted on Canvas.
MUST include a Title page
MUST include a References page - site the media article, TV show, movie, documentary, magazine article, website page
Refer to the APA Purdue Owl website
Paper Option 1: Media and Mental Illness
Movies/TV Shows Featuring a Mental Illness Disorder & Characters with Mental Disorder
Movies (not an exhaustive list)
Lights Out
Donnie Darko
Perks of Being a Wallflower
A Beautiful Mind
Split
Hide and Seek
Girl, Interrupted (trigger warning)
A Star is Born
Welcome to Marwen
Love & Other Drugs
Silver Linings Playbook
The Notebook (Alzheimer’s Disorder)
Black Swan
The Soloist
Rain Man
Little Miss Sunshine
To The Bone
One Flew Over the Cuckoo’s Nest
American Sniper
We Need to Talk About Kevin
Love & Mercy
Benny and Joon
Eternal Sunshine of the Spotless Mind
It’s Kind of a Funny Story
Coco (Alzheimer’s)
Glass (2018)
Birdman
American Psycho
Still Alice
On My Block
The Three Faces of Eve
George Jung character in the movie
Blow
Roma
What’s Eating Gilbert Grape
A Clockwork Orange
Extremely Wicked, Shocking Evil, and Vile
The King’s Speech
What About Bob?
Temple Grandin
Rain Man
T.V. Shows (not an exhaustive list)
This is Us: Randall
Black-ish: Rainbow (Bow) Johnson
Chapelle Show: Tyrone Biggums
Unbreakable Kimmy Schmidt: Kimmy Schmidt
The Simpsons: Barney Gumble
You: Love and/or Joe
House: Dr. Greg House
Girls: Hannah Horvath
Saved by the Bell: Jessie Spano
Insecure: Molly
Netflix Jessica Jones: Jessica Jones
One Day at a Time: Penelope
BoJack Horseman
You’re the Worst: Gretchen
Grey’s Anatomy: Owen Hunt
Shameless: Ian
Grey’s Anatomy: Christina Yang
Psych: Shawn Spencer
Grey’s Anatomy: Richard Webber
The Big Bang Theory: Sheldon Cooper
Grey’s Anatomy: Miranda Bailey
The Big Bang Theory: Raj Koothrappali
Grey’s Anatomy: Arizona Robbins
Hulu’s show Dave: GaTa
Grey’s Anatomy: Amelia Shepherd
Euphoria: Rue Bennett
Mr. Robot: Elliot
Empire: Andre Lyon
Monk: Adrian Monk
Criminal Minds: Spencer Reid (short time)
Grey’s Anatomy characters (can focus on 1 episode, character, patient, etc.)
Criminal Minds characters (can focus on 1 episode, character, kille.
Option 1 Thought about a child who is dying. Is a death of a chil.docxamit657720
A child's death from a chronic illness may be less tragic than an adult's sudden accidental death. When communicating with grieving parents who have lost a child, the circumstances of the death may impact the approach, though the loss of a child is deeply painful in any situation. Support and compassion are needed to help parents cope with their devastating loss.
Option One—The Odyssey For the first option, focused solely on.docxamit657720
Option One—
The Odyssey
: For the first option, focused solely on Homer’s
Odyssey
, there are a variety of topics to choose from. Keep in mind that the questions under each topic are intended to stimulate your thinking—you are not required to address each and every one:
The Concept of Justice
: In the very first speech in the epic, Zeus claims that “mortals blame the gods. / From us alone, they say, come all their miseries, yes, / but they themselves, with their own reckless ways, / compound their pains beyond their proper share” (I. 37-40). This emphasis on human responsibility recurs throughout the epic, particularly regarding the suitors, yet at other times fate seems fixed. Consider the degree to which humans bring on their own destiny, and the degree to which fate appears to be decreed and unchangeable. In pondering this question, you might consider the function of prophecy, the role of the gods, and the force of human character on the events of the epic. In the world depicted here, how great a scope is allowed for human choice? Closely related to the question of justice is the question of human suffering. To what extent is suffering deserved?
The Wanderings of Odysseus
: Choose just one episode, or two that are related, in the wanderings of Odysseus as he relates them to the Phaeacians in Books IX-XII and consider how that episode relates to the epic as a whole. What important themes, motifs, and/or images are featured? How do they resonate with the larger themes of the epic?
Testing
: The epic is filled with contests, from tests of physical strength in Scheria and Ithaca to Odysseus’ testing of the members of his household, and their testing of him, to name just the most obvious. Why the emphasis on testing? What is being tested, and why?
Women
: Consider the role of women in the epic, whether mortal or divine. For what are they most praised? Most denigrated? You would do well to choose just one woman, or one contrasting pair (Helen and Penelope, for example) as you consider this question.
Fathers and Sons
: The epic begins with the story of Agamemnon and Orestes, and ends with the image of Laertes, Odysseus, and Telemachos fighting side by side; in between the epic is filled with fathers and sons. What appears to be valued in the father-son relationship?
Odysseus
: Consider the man himself—lying trickster or epic hero? A man of reckless daring or formidable self-restraint? Does he change or is his character consistent (or inconsistent!) throughout?
Option Two—Comparative Essay
: This option asks you to compare elements of
The Odyssey
and
Beowulf
. Both are classed as epics, with much in common, yet there are key differences. The choices below ask you to choose one specific element of the epic to focus on.
The Hero
: What is the most important or most interesting difference between Odysseus and Beowulf in terms of their character—who they are as individuals?
The Nature of Their Quests
: Consider the nature of .
Option 1Right to Counsel PresentationAnalyze two case.docxamit657720
Option 1:
Right to Counsel Presentation
Analyze
two cases involving the right to counsel and document your observations in a 7- to 10-slide Microsoft® PowerPoint® presentation with detailed speaker notes. Use complete sentences, with correct grammar and punctuation, to fully explain each slide as if you were giving an in-person presentation.
Address
the following topics:
The aspects of right to counsel for the cases
How the historical development of right to counsel relates to the cases
When the right to counsel attaches to criminal procedure for the cases
Whether the defendants in the cases exercised their right to self-representation
The role of the attorneys in the cases as it applies to right to counsel
Include
videos, audio, photos, diagrams, or graphs as appropriate.
100% original work NO plagiarism
.
Option 2 Art Select any 2 of works of art about the Hol.docxamit657720
Option 2: Art
Select
any 2
of works of art about the Holocaust. You can select from the following list or conduct additional research on Holocaust art. Make sure to get approval from your instructor if you are selecting something not on the list. Click on the link to see the list:
works of art about the Holocaust list (
Select
any 2
of works)
Morris Kestelman:
Lama Sabachthani [Why Have You Forsaken Me?]
George Mayer-Marton:
Women with Boudlers
Bill Spira:
Prisoners Carrying Cement
Jan Hartman:
Death March (Czechowice-Bielsko, January 1945)
Edgar Ainsworth:
Belsen
Leslie Cole:
One of the Death Pits, Belsen. SS Guards Collecting Bodies
Doris Zinkeisen:
Human Laundry, Belsen: April 1945
Eric Taylor:
A Young Boy from Belsen Concentration Camp
Mary Kessell:
Notes from Belsen Camp
Edith Birkin:
The Death Cart - Lodz Ghetto
Shmuel Dresner:
Benjamin
Roman Halter:
Mother with Babies
Leo Breuer:
Path Between the Barracks, Gurs Camp
Leo (Lev) Haas:
Transport Arrival, Theresienstadt Ghetto
Jacob Lipschitz:
Beaten (My Brother Gedalyahu)
Norbert Troller:
Terezin
Anselm Kiefer:
Sternenfall
After selecting any 2 works of art: Write an analysis of each artwork, including the following information:
Identify the title, artist, date completed, and medium used.
Explain the content of the artwork - what do the images show?
How does the artwork relate to the bigger picture of the Holocaust?
How effective is the artwork in relating the Holocaust to viewers?
Writing Requirements (APA format)
Length: 2-3 pages (not including title page or references page)
1-inch margins
Double spaced
12-point Times New Roman font
Title page
References page
.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
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How to Make a Field Mandatory in Odoo 17Celine George
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Library of Congress Cataloging-in-Publication Data
Aguinis, Herman
Performance management / Herman Aguinis. — 3rd ed.
p. cm.
ISBN-13: 978-0-13-255638-5 (alk. paper)
ISBN-10: 0-13-255638-3 (alk. paper)
1. Employees—Rating of. 2. Performance—Management. I.
Title.
HF5549.5.R3A38 2013
658.3'125—dc23
2011037274
Editorial Director: Sally Yagan
Acquisitions Editor: Brian Mickelson
Director of Editorial Services: Ashley Santora
Director of Marketing: Maggie Moylan
Senior Marketing Manager: Nikki Ayana Jones
4. 1.4.1 Base Pay 10
1.4.2 Cost-of-Living Adjustments and Contingent Pay 11
1.4.3 Short-Term Incentives 11
1.4.4 Long-Term Incentives 11
1.4.5 Income Protection 12
1.4.6 Work/Life Focus 13
1.4.7 Allowances 13
1.4.8 Relational Returns 13
1.5 Aims and Role of PM Systems 14
1.5.1 Strategic Purpose 15
1.5.2 Administrative Purpose 16
1.5.3 Informational Purpose 16
1.5.4 Developmental Purpose 16
1.5.5 Organizational Maintenance Purpose 16
1.5.6 Documentational Purpose 17
1.6 Characteristics of an Ideal PM System 18
1.7 Integration with Other Human Resources and Development
Activities 23
1.8 Performance Management Around the World 24
� CASE STUDY 1-1: Reality Check: Ideal Versus Actual
Performance
Management System 28
� CASE STUDY 1-2: Performance Management at Network
Solution
5. s, Inc. 31
� CASE STUDY 1-3: Distinguishing Performance Management
Systems from
Performance Appraisal Systems 32
Chapter 2 Performance Management Process 37
2.1 Prerequisites 38
2.2 Performance Planning 46
2.2.1 Results 46
2.2.2 Behaviors 46
2.2.3 Development Plan 47 iii
iv Contents
2.3 Performance Execution 48
2.4 Performance Assessment 49
2.5 Performance Review 50
2.6 Performance Renewal and Recontracting 52
� CASE STUDY 2-1: Job Analysis Exercise 55
� CASE STUDY 2-2: Disrupted Links in the Performance
6. Management Process
at “Omega, Inc.” 55
� CASE STUDY 2-3: Performance Management at the
University of Ghana 56
Chapter 3 Performance Management and Strategic Planning 59
3.1 Definition and Purposes of Strategic Planning 60
3.2 Process of Linking Performance Management to the
Strategic
Plan 61
3.2.1 Strategic Planning 65
3.2.2 Developing Strategic Plans at the Unit Level 74
3.2.3 Job Descriptions 76
3.2.4 Individual and Team Performance 77
3.3 Building Support 79
� CASE STUDY 3-1: Evaluating Vision and Mission
Statements at Pepsico 82
� CASE STUDY 3-2: Dilbert’s Mission Statement Generator 83
� CASE STUDY 3-3: Linking Individual with Unit and
Organizational
7. Priorities 84
� CASE STUDY 3-4: Linking Performance Management to
Strategy at
Procter & Gamble 84
PART II System Implementation 87
Chapter 4 Defining Performance and Choosing a Measurement
Approach 87
4.1 Defining Performance 88
4.2 Determinants of Performance 89
4.2.1 Implications for Addressing Performance Problems 90
4.2.2 Factors Influencing Determinants of Performance 91
4.3 Performance Dimensions 91
4.4 Approaches to Measuring Performance 95
4.4.1 Behavior Approach 95
4.4.2 Results Approach 96
4.4.3 Trait Approach 99
� CASE STUDY 4-1: Diagnosing the Causes of Poor
Performance 101
� CASE STUDY 4-2: Differentiating Task from Contextual
8. Performance 102
� CASE STUDY 4-3: Choosing a Performance Measurement
Approach at
Paychex, Inc. 102
� CASE STUDY 4-4: Deliberate Practice Makes Perfect 103
Chapter 5 Measuring Results and Behaviors 106
5.1 Measuring Results 107
5.1.1 Determining Accountabilities 107
Contents v
5.1.2 Determining Objectives 109
5.1.3 Determining Performance Standards 111
5.2 Measuring Behaviors 112
5.2.1 Comparative Systems 115
5.2.2 Absolute Systems 118
� CASE STUDY 5-1: Accountabilities, Objectives, and
Standards 126
� CASE STUDY 5-2: Evaluating Objectives and Standards 126
9. � CASE STUDY 5-3: Measuring Competencies at the
Department of
Transportation 127
� CASE STUDY 5-4: Creating BARS-Based Graphic Rating
Scales for
Evaluating Business Student Performance in Team Projects 128
Chapter 6 Gathering Performance Information 130
6.1 Appraisal Forms 131
6.2 Characteristics of Appraisal Forms 137
6.3 Determining Overall Rating 140
6.4 Appraisal Period and Number of Meetings 143
6.5 Who Should Provide Performance Information? 146
6.5.1 Supervisors 146
6.5.2 Peers 146
6.5.3 Subordinates 147
6.5.4 Self 148
6.5.5 Customers 149
6.5.6 Disagreement Across Sources: Is This a Problem? 149
6.6 A Model of Rater Motivation 150
6.7 Preventing Rating Distortion Through Rater Training
10. Programs 153
� CASE STUDY 6-1: Evaluating an Appraisal Form Used in
Higher Education 157
� CASE STUDY 6-2: Judgmental and Mechanical Methods of
Assigning
Overall Performance Score at The Daily Planet 162
� CASE STUDY 6-3: Minimizing Intentional and Unintentional
Rating Errors 164
� CASE STUDY 6-4: Minimizing Biases in Performance
Evaluation at Expert
Engineering, Inc. 165
Chapter 7 Implementing a Performance Management System
168
7.1 Preparation: Communication, Appeals Process, Training
Programs, and Pilot Testing 169
7.2 Communication Plan 170
7.3 Appeals Process 174
7.4 Training Programs for the Acquisition of Required Skills
176
11. 7.4.1 Rater Error Training 177
7.4.2 Frame of Reference Training 180
7.4.3 Behavioral Observation Training 181
7.4.4 Self-Leadership Training 182
7.5 Pilot Testing 184
7.6 Ongoing Monitoring and Evaluation 185
vi Contents
7.7 Online Implementation 188
� CASE STUDY 7-1: Implementing a Performance Management
Communication Plan at Accounting, Inc. 192
� CASE STUDY 7-2: Implementing an Appeals Process at
Accounting, Inc. 192
� CASE STUDY 7-3: Evaluation of Performance Management
System at
Accounting, Inc. 192
� CASE STUDY 7-4: Training the Raters at Big Quality Care
193
12. PART III Employee Development 195
Chapter 8 Performance Management and Employee
Development 195
8.1 Personal Developmental Plans 196
8.1.1 Developmental Plan Objectives 197
8.1.2 Content of Developmental Plan 199
8.1.3 Developmental Activities 200
8.2 Direct Supervisor’s Role 203
8.3 360-Degree Feedback Systems 206
8.3.1 Advantages of 360-Degree Feedback Systems 213
8.3.2 Risks of Implementing 360-Degree Feedback Systems 215
8.3.3 Characteristics of a Good System 215
� CASE STUDY 8-1: Developmental Plan Form at Old
Dominion University 220
� CASE STUDY 8-2: Evaluation of a 360-Degree Feedback
System Demo 220
� CASE STUDY 8-3: Implementation of 360-Degree Feedback
System at Ridge
Intellectual 221
� CASE STUDY 8-4: Personal Developmental Plan at
Brainstorm, Inc.—Part I 221
13. � CASE STUDY 8-5: Personal Developmental Plan at
Brainstorm, Inc.—
Part II 222
Chapter 9 Performance Management Skills 226
9.1 Coaching 227
9.2 Coaching Styles 233
9.3 Coaching Process 233
9.3.1 Observation and Documentation of Developmental
Behavior
and Outcomes 235
9.3.2 Giving Feedback 239
9.3.3 Disciplinary Process and Termination 245
9.4 Performance Review Meetings 248
� CASE STUDY 9-1: Was Robert Eaton a Good Coach? 256
� CASE STUDY 9-2: What Is Your Coaching Style? 257
� CASE STUDY 9-3: Preventing Defensiveness 259
� CASE STUDY 9-4: Recommendations for Documentation 260
PART IV Reward Systems, Legal Issues, and Team
Performance Management 263
14. Chapter 10 Reward Systems and Legal Issues 263
10.1 Traditional and Contingent Pay Plans 264
10.2 Reasons for Introducing Contingent Pay Plans 265
Contents vii
10.3 Possible Problems Associated with Contingent Pay Plans
268
10.4 Selecting a Contingent Pay Plan 270
10.5 Putting Pay in Context 272
10.6 Pay Structures 276
10.6.1 Job Evaluation 277
10.6.2 Broad Banding 279
10.7 Performance Management and the Law 280
10.8 Some Legal Principles Affecting Performance
Management 281
10.9 Laws Affecting Performance Management 284
� CASE STUDY 10-1: Making the Case for a CP Plan at
15. Architects, Inc. 289
� CASE STUDY 10-2: Selecting a CP Plan at Dow
AgroSciences 289
� CASE STUDY 10-3: Contingency Pay Plan at Altenergy LLC
290
� CASE STUDY 10-4: Possible Illegal Discrimination at
Tractors, Inc. 291
Chapter 11 Managing Team Performa nce 294
11.1 Definition and Importance of Teams 295
11.2 Types of Teams and Implications for Performance
Management 296
11.3 Purposes and Challenges of Team Performance
Management 298
11.4 Including Team Performance in the Performance
Management
System 299
11.4.1 Prerequisites 300
11.4.2 Performance Planning 302
11.4.3 Performance Execution 303
11.4.4 Performance Assessment 304
11.4.5 Performance Review 305
16. 11.4.6 Performance Renewal and Recontracting 306
11.5 Rewarding Team Performance 307
� CASE STUDY 11-1: Not All Teams Are Created Equal 309
� CASE STUDY 11-2: Team Performance Management at Duke
University
Health Systems 310
� CASE STUDY 11-3: Team-Based Rewards for the State of
Georgia 312
� CASE STUDY 11-4: Team Performance Management at Bose
313
Index 315
1 Generating buzz: Idaho Power takes on performance
management to prepare for workforce aging. (2006,
June). Power Engineering. Retrieved November 26, 2010 from
http://www.powergenworldwide.com/index/
display/articledisplay/258477/articles/power-
engineering/volume-110/issue-6/features/generating-buzz-
idaho-power-takes-on-performance-management-to-prepare-for-
workforce-aging.html
17. 2 Workforce performance is top HR priority. (2005). T+D,
59(7), 16.
PREFACE AND INTRODUCTION
In today’s globalized world, it is relatively easy to gain access
to the competition’s technology and
products. Thanks to the Internet and the accompanying high
speed of communications, technolog-
ical and product differentiation is no longer a key competitive
advantage in most industries. For
example, most banks offer the same types of products (e.g.,
various types of savings accounts
and investment opportunities). If a particular bank decides to
offer a new product or service
(e.g., online banking), it will not be long until the competitors
offer precisely the same product. As
noted by James Kelley, performance management project leader
at Idaho Power, “technology is a
facilitator, but not a guarantor, of effectiveness or efficiency of
a company’s workforce.”1
So, what makes some businesses more successful than others?
What is today’s key compet-
itive advantage? The answer is people. Organizations with
18. motivated and talented employees
offering outstanding service to customers are likely to pull
ahead of the competition, even if
the products offered are similar to those offered by the
competitors. This is a key organizational
resource that many label “human capital” and gives
organizations an advantage over the compe-
tition. Customers want to get the right answer at the right time,
and they want to receive their
products or services promptly and accurately. Only having the
right human capital can make
these things happen. Only human capital can produce a
sustainable competitive advantage. And,
performance management systems are the key tools that can be
used to transform people’s talent
and motivation into a strategic business advantage.
Unfortunately, although 96% of human
resources (HR) professionals report that performance
management is their number 1 concern,
fewer than 12% of HR executives and technology managers
believe that their organizations have
aligned strategic organizational priorities with employee
performance.2
This edition includes the following six important changes. More
19. detailed information on
each of these issues is provided in the section titled “Changes in
This Edition.”
• There is an emphasis on the role of the context within which
performance management
takes place.
• This edition emphasizes that knowledge generated regarding
performance management is
essentially multidisciplinary.
• This edition emphasizes the important interplay between
science and practice.
• This edition describes the technical aspects of implementing a
performance management
system in detail and, in addition, it emphasizes the key role that
interpersonal dynamics
play in the process.
• This new edition includes new cases in almost every chapter.
Taken together, this new
edition includes a total of 43 case studies.
20. • Each of the chapters includes new sections.
SOME UNIQUE FEATURES OF THIS BOOK
Performance management is a continuous process of identifying,
measuring, and developing the
performance of individuals and teams and aligning their
performance with the strategic goals of
the organization. Performance management is critical to small
and large, for-profit and not-for-profit,
viii
http://www.powergenworldwide.com/index/display/articledispla
y/258477/articles/power-engineering/volume-110/issue-
6/features/generating-buzzidaho-power-takes-on-performance-
management-to-prepare-for-workforce-aging.html
http://www.powergenworldwide.com/index/display/articledispla
y/258477/articles/power-engineering/volume-110/issue-
6/features/generating-buzzidaho-power-takes-on-performance-
management-to-prepare-for-workforce-aging.html
http://www.powergenworldwide.com/index/display/articledispla
y/258477/articles/power-engineering/volume-110/issue-
6/features/generating-buzzidaho-power-takes-on-performance-
management-to-prepare-for-workforce-aging.html
21. Preface and Introduction ix
domestic and global organizations, and to all industries. In fact,
the performance management
model and processes described in this book have been used to
create systems to manage the perform-
ance of college students.3 After all, the performance of an
organization depends on the performance of
its people, regardless of the organization’s size, purpose, and
other characteristics. As noted by
Siemens CEO Heinrich von Pierer, “whether a company
measures its workforce in hundreds or
hundreds of thousands, its success relies solely on individual
performance.” As an example in the
not-for-profit sector, the government in England has
implemented what is probably the world’s
biggest performance management system, and, by statutory
force, the performance of teachers and
“headteachers” (i.e., school principals) is now evaluated
systematically. This particular system
includes a massive national effort of approximately 18,000
primary schools, 3,500 secondary schools,
1,100 special schools, 500 nursery schools, 23,000
22. headteachers, 400,000 teachers, and an unspecified
number of support staff.4
Unfortunately, few organizations use their existing performance
management systems
in productive ways. Performance management is usually vilified
as an “HR department require-
ment.” In many organizations, performance management means
that managers must comply
with their HR department’s request and fill out tedious, and
often useless, evaluation forms.
These evaluation forms are often completed only because it is
required by the “HR cops.”
Unfortunately, the only tangible consequence of the evaluation
process is that the manager has to
spend time away from his or her “real” job duties.
This book is about the design and implementation of successful
performance management
systems. In other words, it focuses on research-based findings
and up-to-date applications that
help increase an organization’s human capital. Performance
management is ongoing and cyclical;
however, for pedagogical reasons, the book needs to follow a
linear structure. Because performance
23. observation, evaluation, and improvement are ongoing
processes, some concepts and practices
may be introduced early in a cursory manner but receive more
detailed treatment in later sections.
Also, this book focuses on best practices and describes the
necessary steps to create a top-notch
performance management system. As a result of practical
constraints and lack of knowledge about
system implementation, many organizations cut corners and do
not implement systems that
follow best practices because of environmental and political
issues (e.g., goals of raters may not be
aligned with goals of the organization). Because the way in
which systems are implemented in
practice is often not close to the ideal system, the book includes
numerous examples from actual
organizations to illustrate how systems are implemented given
actual situational constraints.
CHANGES IN THIS EDITION
This edition includes important updates and additional
information. In preparation for revising
and updating this book, I gathered more than 300 potentially
relevant articles and books. About
24. 150 of those were most relevant, and about 50 of those new
sources are now included in this
edition. These sources have been published since the second
edition of the book went into
production. This vast literature demonstrates an increased
interest in performance management
on the part of both academics and practitioners.
This edition includes five important changes throughout the
book. First, there is an emphasis
on the role of the context within which performance
management takes place. Performance manage-
ment does not operate in a vacuum. Rather, it takes place within
a particular organizational context,
and organizations have a particular history, unwritten norms
about what is valued and what is not,
3 Gillespie, T. L., & Parry, R. O. (2009). Students as
employees: Applying performance management principles
in the management classroom. Journal of Management
Education, 33, 553–576.
4 Brown, A. (2005). Implementing performance management in
England’s primary schools. International
Journal of Productivity and Performance Management, 54, 468–
481.
25. x Preface and Introduction
5 Aguinis, H., Boyd, B. K., Pierce, C. A., & Short, J. C. (2011).
Walking new avenues in management research
methods and theories: Bridging micro and macro domains.
Journal of Management, 37, 395–403.
6 Cascio, W. F., & Aguinis, H. (2008). Research in industrial
and organizational psychology from 1963 to 2007:
Changes, choices, and trends. Journal of Applied Psychology,
93, 1062–1081.
and unwritten norms about communication, trust, interpersonal
relations, and many other factors
that influence daily activities. Thus, for example, implementing
a 360-degree feedback system may be
effective in some organizations but not in others (Chapter 8). As
a second illustration, some organiza-
tions may have a culture that emphasizes results more than
behaviors which, in turn, would dictate
that the performance management system also emphasize
results; instead, other organizations may
place an emphasis on long-term goals, which would dictate that
26. performance be measured by empha-
sizing employee behaviors rather than results (Chapter 4). Also,
we need to understand the contextual
reasons why performance ratings may not be accurate—
particularly if there is no accountability for
raters to provide valid assessments (Chapter 6). As yet another
example, cultural factors affect what
sources are used for performance information: In a country like
Jordan, whose culture determines
more hierarchical organizational structures, the almost
exclusive source of performance information
is supervisors, whereas employees and their peers almost have
no input; this situation is different in
countries with less hierarchical cultures in which not only
performance information is collected from
peers, but also supervisors are rated by their subordinates
(Chapter 6). To emphasize the role of
culture, this edition describes examples and research conducted
in organizations in Jordan (Chapter
6); Japan, China, Turkey, Germany, France, South Korea,
Mexico, Australia, and the United Kingdom
(Chapter 1); Brazil (Chapter 3); Hong Kong and the Pearl River
Delta (Chapter 11); Ghana (Chapter 1);
South Africa (Chapter 1); Bulgaria and Romania (Chapter 1);
and India (Chapters 1 and 3).
27. Second, this edition emphasizes that knowledge generated
regarding performance manage-
ment is essentially multidisciplinary. Accordingly, the sources
used to support best-practice
recommendations offered in this book come from a very diverse
set of fields of study ranging from
micro-level fields focusing on the study of individual and teams
(e.g., organizational behavior,
human resource management) to macro-level fields focusing on
the study of organizations as a
whole (e.g., strategic management). This is consistent with a
general movement toward multidis-
ciplinary and integrative research in the field of management.5
For example, best-practice
recommendations regarding the measurement of performance
originate primarily from industrial
and organizational psychology (Chapter 5). On the other hand,
best-practice recommendations
regarding the relationship between performance management
and strategic planning were
derived primarily from theories and research from strategic
management (Chapter 3). In addition,
much of the best-practice recommendations regarding team
performance management originated
28. from the field of organizational behavior (Chapter 11).
Third, this edition emphasizes the important interplay between
science and practice.
Unfortunately, there is a great divide in management and related
fields between scholars and
practitioners. From the perspective of scholars, much of the
work conducted by practitioners is
seen as relevant but not rigorous. Conversely, from the
perspective of practitioners, the work done
by scholars is seen as rigorous but mostly not relevant. This
“science-practice divide” has been
documented by a content analysis of highly prestigious
scholarly journals, which regularly pub-
lish work that does not seem to be directly relevant to the needs
of managers and organizations.6
This edition attempts to bridge this divide by discussing best-
practice recommendations based on
sound theory and research and, at the same time, by discussing
the realities of organizations and
how some of these practices have been implemented in actual
organizations.
Fourth, this edition, as its predecessor, describes the technical
29. aspects of implementing a
performance management system in detail. In addition, this
edition emphasizes the key role that
interpersonal dynamics play in the process.7 Traditionally,
much of the performance appraisal
literature has focused almost exclusively on the measurement of
performance—for example,
Preface and Introduction xi
whether it is better to use 5-point versus 7-point scales.
However, more recent research suggests
that, related to the issue of context mentioned earlier, issues
such as trust, politics, leadership, nego-
tiation, mentorship, communication, and other related topics
related to interpersonal dynamics are
just as important in determining the success of a performance
management system. Accordingly,
this edition discusses the need to establish a helping and
trusting relationship between supervisors
and employees (Chapter 9), the role of an organization’s top
management in determining the
success of a system (Chapter 3), and the motivation of
30. supervisors to provide accurate performance
ratings (Chapter 6), among many other related issues throughout
the book.
Fifth, this new edition includes new cases in almost every
chapter. Taken together, this
new edition includes a total of 43 case studies. In addition, the
instructor ’s manual includes
approximately 4 more cases per chapter, for a total of about 40
additional cases. Thus, depending
on an instructor ’s preference, a course based on this new
edition could be taught entirely follow-
ing a case format or using a lecture and case combination
format.
In addition to the aforementioned changes that permeate the
entire book, each chapter includes
new sections. As illustrations, consider the following chapter-
by-chapter nonexhaustive additions:
• Performance management around the world (Chapter 1). This
material will be useful in
terms of understanding that although performance management
systems may have similar
goals, their implementation and deployment will be affected by
31. cultural and contextual
factors depending on where the organization is located.
• Biases in the job analysis process and their effects in the
resulting job analysis ratings
(Chapter 2). This material will be useful in terms of providing
guidelines on how to gather
valid job analysis information.
• Relationship between strategies, goals, and firm performance
(Chapter 3). This new material
will be useful in providing guidelines on the most effective
sequence of implementation of
the various strategic planning steps as it cascades down and
across the various organizational
units.
• Voice behavior: Raising constructive challenges with the goal
to improve rather than merely
criticize, challenge the status quo in a positive way, and make
innovative suggestions for
change when others, including an employee’s supervisor,
disagree (Chapter 4). This material
will be useful in terms of understanding the multidimensional
nature of performance and
32. how different performance dimensions may be valued
differently in different organizations.
• Relative percentile method for measuring performance
(Chapter 5). This material will be
useful regarding the development of measures to assess
performance more accurately.
• Open-ended sections included in most appraisal forms
(Chapter 6). This material will be
useful in terms of learning how to make the most of this
information, which is typically
underutilized in most performance management systems.
• Calculation of return on investment of portions of a
performance management system
(Chapter 7). This material will be useful in terms of learning
how to document the relative
effectiveness, in tangible and financial terms, of a performance
management system.
• The feedforward interview (FFI) (Chapter 8). This new
material will be useful in terms of
understanding how the FFI is a process that leads to uncovering
the contextual and per-
33. sonal conditions that lead to success regarding both
achievement and job satisfaction.
• Disciplinary process that may lead to termination (Chapter 9).
This material will be useful in
terms of providing information on what to do when performance
problems are identified but
employees are unable or unwilling to address them effectively.
• Relationship between new legal regulations and the
implementation of performance
management systems in China (Chapter 10). This new
information will be useful in terms
7Aguinis, H., & Pierce, C. A. (2008). Enhancing the relevance
of organizational behavior by embracing
performance management research. Journal of Organizational
Behavior, 29, 139–145.
xii Preface and Introduction
of understanding how the legal environment has a direct impact
on performance
34. management practices worldwide.
• Types of learning that can take place as part of the team
development plan in the perform-
ance planning stage (Chapter 11). This material will be useful in
terms of providing a
deeper understanding of specific interventions aimed at
improving team learning and
performance.
Further, the following is a nonexhaustive list of specific topics
that have been updated and
expanded in each chapter:
• The discussion of voice behavior (i.e., constructive criticisms
that challenge the status quo
and promote innovative improvements) …