Mone / London Employee Engagement Through Effective Performance Management

A Practical Guide for Managers
2. Auflage 2018
ISBN: 978-1-317-23529-3
Verlag: CRC Press
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 262 Seiten

This book is a practical guide for managers to increase and support employee engagement through stronger performance management tools and techniques. In this second edition, Edward Mone and Manuel London incorporate new developments in the field, including discussion of issues about the value of challenging goals, annual formal appraisals, forced ranking, and ways to give constructive feedback. The authors expand the traditional notion of performance management to include building trust, creating conditions of empowerment, managing team learning, and maintaining ongoing straightforward communications about performance, all of which are critical to employee engagement. Case studies offer concrete examples, and checklists and surveys supply managers with ways to assess employee engagement as well as directions for increasing engagement. An up-to-date, straightforward guide, this book is appropriate for graduate students in Employee Engagement, Human Resources, and Management Studies, as well as scholars and practitioners in those fields.

Autoren/Hrsg.

Mone, Edward M.

Mone, Edward

London, Manuel

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Personalwesen, Human Resource Management
• Sozialwissenschaften Psychologie Psychologische Disziplinen Wirtschafts-, Arbeits- und Organisationspsychologie
• Sozialwissenschaften Psychologie Psychologische Disziplinen Angewandte Psychologie

Inhaltsverzeichnis

List of Figures and Tables

About the Authors

Preface

Acknowledgments

1 The Performance Management Process and Employee Engagement: An Introduction

The Performance Management Process

Managers’ Attitudes and Research About Performance Management

A Focus on Feedback

Overview of the Book

Appendix 1.1: Talent Management Suites and Performance Management

2 Understanding Performance Appraisal

Performance Appraisals

Formal Performance Appraisals

Approaches to Performance Appraisal Rating Systems

Rating Behaviors and Competencies

Measurement

Avoiding Common Rating Errors

Preparing for the Appraisal Meeting

What You Would Typically Cover in the Meeting

Performance Appraisal and Compensation

Conclusion

3 Building a Climate of Trust

Trust: An Overview

Trust and Performance Management

Understanding the Drivers of Trust

Evaluating Your Current Climate, Addressing Areas of Need, and Actively Managing the Climate of Trust

Conclusion

Appendix 3.1: Trust and Empowerment Climate Assessment

Survey, Manager Version

Appendix 3.2: Trust and Empowerment Climate Assessment

Survey, Employee Version

Appendix 3.3: Trust and Empowerment Climate Assessment Results Summary—Sample Report

4 Setting Meaningful and Effective Goals

Goal Setting

Why Are Goals Important?

A Goal-Setting Framework

Where Do Goals Come From?

Putting the Elements Together

Why Challenging Goals are Important

Types of Goals

Goal-Setting Process

Driving Motivation to Achieve Goals

The Goal-Setting and Performance Evaluation Conundrum

Appendix 4.1: Understanding Goal Alignment and Cascading

Conclusion

5 Meeting the Feedback Challenge

Assessing Yourself

Why Give Feedback?

What to Consider When Giving Feedback

Tips for Giving Effective Feedback

What Is Constructive and Destructive Feedback?

Your Employees’ Receptivity to Feedback

Being Good at Self-Monitoring

Being High or Low in Self-Esteem

And What About You?

Giving Feedback: A Case Study

Giving Performance Feedback: A Sample Discussion

Feedback for Reinforcement

How to Handle the More Difficult Conversations

Conclusion

Appendix 5.1: Assessment for Measuring Self-Esteem

6 Recognizing Employee Performance

Obstacles to Giving Recognition

What Is Recognition?

What Do You Recognize?

How Do You Recognize Your Employees, and What Does It Cost?

How Do You Make Your Recognition Effective?

What Are Your Next Steps?

Recognition as a Reinforcer

Conclusion

7 Learning About 360-Degree Feedback

What Is 360-Degree Feedback?

The 360-Degree Feedback Process

How Is a 360-Degree Process Developed?

360-Degree Feedback Surveys Differ From Employee Opinion Surveys

The Value of Feedback From Different Perspectives

Participating in Designing the Survey

Frequency of Administering the Survey

Why Is 360-Degree Feedback So Popular?

Should Survey Feedback Results Be Used to Make Administrative Decisions About Managers?

What Is the Rationale for Using 360-Degree Feedback Results for Making Administrative Decisions?

Typical Reactions When Introducing 360-Degree Feedback

The Need for Clear Communication

Questions Your Managers May Have About 360-Degree Feedback

Questions Employees May Have About 360-Degree Feedback

Ways Companies Administer the Survey

Just-in-Time, Do-It-Yourself 360-Degree Feedback

The Feedback Report

Ways Companies Tend to Deliver the Report

Does 360-Degree Feedback Work?

Tracking Changes in Behavior Over Time

Sample Upward Feedback Survey and Report

Interpreting the Sample Report

Conclusion

8 Coaching for Success

Defining Coaching

The Manager as Coach

Areas for Coaching

5S Coaching

The Coaching Process

The Pros and Cons of Professional Coaching

Objectives of Professional Coaching

What Happens During Coaching?

Meetings With a Professional Coach

Getting the Coaching Relationship Off to a Good Start

How Do You Help Your Employee Get a Professional Coach?

Selecting the Right Coach

Effectiveness of Coaching

When Is Coaching Likely to Succeed?

Common Obstacles to Effective Coaching

Keep in Mind the Benefits of Coaching

Coaching Is Not Therapy

Measuring the Effects of Coaching

Conclusion

9 Managing Employee and Team Learning and Development

Practical Advice for Helping Your Employees Engage in Self-

Development

Characteristics of a Continuous Learner

Career Motivation

The Expansive Personality

Are Your Employees Truly Expansive?

Informal Learning

How to Create Opportunities for Informal Learning

Reflecting on Experience

Managing Your Team’s Learning

Defining Team Learning

Facilitating Team Learning

Conclusion

10 Managing and Preventing Employee Burnout

What Is Burnout?

Identifying Burnout

Early Warning Signs of Burnout

Symptoms of Burnout

Taking Action to Reduce Burnout

Addressing Workload

Addressing Control

Addressing Recognition and Reward

Addressing Community

Addressing Fairness

Addressing Values

Preventing Burnout

Conclusion

Appendix 10.1: Symptoms of Burnout Checklist

Appendix 10.2: Strategies for Coping With and Preventing Burnout Checklist

Appendix 10.3: Tactics for Addressing Personality-Centered Causes of Stress

Appendix 10.4: Creating a More Engaging Work Environment

11 A Closing Look at Performance Management and Employee Engagement

Case Study

Some Final Words

References

Author Index

Subject Index

Über Autor(innen)

Edward M. Mone has more than 30 years of corporate experience in career, leadership, and organization change and development, and has been a lecturer in the College of Business and School of Professional Development at the State University of New York at Stony Brook, USA for more than 10 years.

Manuel London is Dean and Distinguished Professor of Management in the College of Business, State University of New York at Stony Brook, USA. He holds a PhD in Industrial and Organizational Psychology from the Ohio State University. He writes and conducts research on performance management, leader development, and team learning.