Managing & Measuring Employee Performance

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Performance management has tended to be driven by either the "carrot" or the "stick" approach, and a seemingly unbridgeable gap between "hard" measurement and "soft" development techniques divides HR practice in performance management. Managing and Measuring Employee Performance looks beyond these traditional methods and argues that both a metric approach and a development approach can co-exist and may, in fact, complement each other in performance management practice. Based on first-hand experience and research by Henley Management College and Hay Group, this book adopts a strategic perspective to consider both principles and practice of performance management including: The secrets of the world’s most admired companies in terms of performance management; International case studies illustrating recent and future trends; Original research findings of a survey of line managers; A framework for considering the balance of measurement vs development in your own organization; Practical advice on implementing a balanced approach. Managing and Measuring Employee Performance provides a research-based picture of emergent best practice in performance management today. It is essential reading for HR practitioners, students and anyone else interested in both performance and HR. About The Author Dr Elizabeth Houldsworth is a member of the School of HR, Leadership and Change at Henley Management College working across qualification and research pro-grammes. She previously worked as an HR consultantspecializing in performance management. Dr Dilum Jirasinghe is a Managing Consultant with Hay Group (UK) with leading-edge expertise in performance management and leadership development. Prior to joining Hay Group, she worked as a business psychologist in a number or private and public sector organizations. Table of Contents Introduction Part I: Understanding performance management Introduction: the evolution of performance management Theoretical perspectives on managing performance Performance development versus performance measurement Part II: Evidence from fieldwork and redrawing the performance management map Line manager survey Deepening our understanding through mini case studies of practice Redrawing the performance management map The secrets of the world’s most admired companies – how they implement performance management Part III: Managing and measuring performance – a guide to implementing a balanced approach Understanding the foundations of integrated performance management Organizational story: the performance management cycle at BAE Systems Planning performance and measurement-based approaches Organizational story: measuring capability at BAT Organizational story: measurement using a balanced scorecard at Lloyds TSB Managing performance and development-based approaches Organizational story: a focus on development at Belron Organizational story: team-based performance management at the Irish Health Service Reviewing and rewarding performance Organizational story: rewarding development at BAA Organizational story: paying for contribution within the UK Senior Civil Service Future directions and conclusions