Performance Management Transformation takes a practical approach to the current and future state of performance management across the organizational landscape. Case studies from Toyota, Patagonia, Medtronic, GoGo Inflight, and AbbVie, alongside research and commentary by thought leaders in the field, showcase how organizations are taking control and redesigning their performance management processes to address their specific organizational goals, strategies, needs, and preferences.
Inhaltsverzeichnis
- Foreword
- Nancy T. Tippins
- Section 1: Setting the Stage
- Chapter 1: State of the Practice in Performance Management: How Did We Get Here?
- Mariangela Battista
- Section 2: Case Studies
- Chapter 2: Performance Management Reform at Toyota Motor North America
- Andrew Pirruccello
- Chapter 3: Performance Management at AbbVie: Building a High-Performing Culture
- Sergey Gorbatov
- Chapter 4: Medtronic's Contrarian Journey
- Matt Walter and Carol Surface
- Chapter 5: Reinventing Performance Management at Gogo-the Inflight Internet Company
- Heidi M. Glickman and Emily Fisk
- Chapter 6: Aligning the Advocates, Traditionalists and Questioners: Seventy Months of Reinventing Performance Management at Deloitte
- Jeffrey W. Orlando
- Chapter 7: Implementing the PID Scheme in HM Courts and Tribunal Services
- Antonia Dietmann, Emma Milton, and Phillip Moore
- Chapter 8: Optimizing Performance Through Alignment with Mission and Purpose in a Global Non-Profit Organization
- Harris R. Ginsberg and So'ud Habbas
- Chapter 9: Transforming Performance at Patagonia
- Chris Mason
- Chapter 10: The Move to No Ratings: Driving Ownership Culture with Performance Management at a Large Healthcare Company
- W. Robert Lewis
- Section 3: New Research and Future Directions
- Chapter 11: Climate for Feedback: The Key to Performance Management Effectiveness
- Benjamin Schneider and Gerald E. Ledford Jr.
- Chapter 12: How Performance Management Must Change to Drive Adaptability, Resilience, Agility (ARA) and Performance Appraisal/Management
- Elaine D. Pulakos and Tracy Kantrowitz
- Chapter 13: Context Matters: Importance of Cultural, Economic, and Legal/Political Values in Performance Appraisal/Management
- Jeanette N. Cleveland
- Chapter 14: Technology's Impact on the Performance Management Transformation
- Ryan S. O'Leary and Elizabeth Lentz
- Chapter 15: Driving Organizational Strategy Through Performance Management: The Case for Aligned PM
- Rose Mueller-Hanson
- Chapter 16: The Past, Present and Future of Performance Management
- Kevin R. Murphy
