Performance management
| Main Author: | Aguinis, Herman |
|---|---|
| Format: | Book |
| Terbitan: |
Pearson Education
, 2014
|
| Subjects: | |
| Online Access: |
http://psb.feb.ui.ac.id//index.php?p=show_detail&id=83763 |
| ctrlnum |
slims-83763 |
|---|---|
| fullrecord |
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<dc schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd"><title>Performance management</title><creator>Aguinis, Herman</creator><subject>Rating</subject><subject>Employees</subject><publisher>Pearson Education</publisher><date>2014</date><language/><type>Book:Book</type><identifier>http://psb.feb.ui.ac.id//index.php?p=show_detail&id=83763</identifier><identifier>TAN 658 Agu p (3rd ed)</identifier><description>In today?s globalized world, it is relatively easy to gain access to the competition?s technology andproducts. 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. Forexample, most banks offer the same types of products (e.g., various types of savings accountsandinvestment 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. Asnoted by James Kelley, performance management project leader at Idaho Power, ?technology is afacilitator, 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 motivated and talented employeesoffering outstanding service to customers are likely to pull ahead of the competition, even if theproducts offered are similar to those offered by the competitors. This is a key organizationalresource 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 theirproducts or services promptly and accurately. Only having the right human capital can makethese 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 talentand motivation into a strategic business advantage. Unfortunately, although 96% of humanresources (HR) professionals report that performance management is their number 1 concern,fewer than 12% of HR executives and technology managers believe that their organizations havealigned strategic organizational priorities with employee performance. 2 This edition includes the following six important changes. More detailed information oneach 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 managementtakes place.?This edition emphasizes that knowledge generated regarding performance management isessentially multidisciplinary.?This edition emphasizes the important interplay between science and practice.?This edition describes the technical aspects of implementing a performance managementsystem in detail and, in addition, it emphasizes the key role that interpersonal dynamicsplay in the process.?This new edition includes new cases in almost every chapter. Taken together, this newedition includes a total of 43 case studies.?Each of the chapters includes new sections</description><coverage>New York</coverage><image>http://psb.feb.ui.ac.id//images/default/image.png</image><recordID>slims-83763</recordID></dc>
|
| format |
Book:Book Book |
| author |
Aguinis, Herman |
| title |
Performance management |
| publisher |
Pearson Education |
| publishDate |
2014 |
| topic |
Rating Employees |
| url |
http://psb.feb.ui.ac.id//index.php?p=show_detail&id=83763 |
| contents |
In today?s globalized world, it is relatively easy to gain access to the competition?s technology andproducts. 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. Forexample, most banks offer the same types of products (e.g., various types of savings accountsandinvestment 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. Asnoted by James Kelley, performance management project leader at Idaho Power, ?technology is afacilitator, 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 motivated and talented employeesoffering outstanding service to customers are likely to pull ahead of the competition, even if theproducts offered are similar to those offered by the competitors. This is a key organizationalresource 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 theirproducts or services promptly and accurately. Only having the right human capital can makethese 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 talentand motivation into a strategic business advantage. Unfortunately, although 96% of humanresources (HR) professionals report that performance management is their number 1 concern,fewer than 12% of HR executives and technology managers believe that their organizations havealigned strategic organizational priorities with employee performance. 2 This edition includes the following six important changes. More detailed information oneach 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 managementtakes place.?This edition emphasizes that knowledge generated regarding performance management isessentially multidisciplinary.?This edition emphasizes the important interplay between science and practice.?This edition describes the technical aspects of implementing a performance managementsystem in detail and, in addition, it emphasizes the key role that interpersonal dynamicsplay in the process.?This new edition includes new cases in almost every chapter. Taken together, this newedition includes a total of 43 case studies.?Each of the chapters includes new sections |
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