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