New Frontiers in Performance Management Research
A Synthesis and Future Agenda
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A termék adatai:
- Kiadó OUP USA
- Megjelenés dátuma 2026. június 5.
- ISBN 9780197752210
- Kötéstípus Keménykötés
- Terjedelem488 oldal
- Méret 32x156x235 mm
- Súly 776 g
- Nyelv angol 0
Kategóriák
Rövid leírás:
Performance management (PM) is a topic that evokes strong opinions and emotions, among employees, managers, and scholars, and this book is a comprehensive guide to understanding and improving PM systems in organizations. The book brings together the latest research and practical insights from experts in the field, offering evidence-based strategies for managers and organizations, as well as a future research agenda for scholars in this area. It covers key themes such as the strategic purpose of PM and the multiple roles of managers, making it an essential resource for anyone looking to enhance organizational effectiveness and drive future research in this area.
TöbbHosszú leírás:
New Frontiers in Performance Management Research offers a comprehensive exploration of the complexities, current evidence-based knowledge, and future research opportunities relating to performance management (PM) systems. The book is organized according to the tasks, people, context, and evaluation components of PM, across 18 different chapters written by experts with deep content knowledge in this area. In addition to these specific content chapters, the book begins with an introductory chapter that includes principles from the editors "PM belief system" that guide the book's overall approach and tone. Among others, these include the need to build a stronger evidence base regarding PM effectiveness and the important goal of integrating extant PM research with relevant ancillary literatures to advance understanding and future work in this area. The concluding chapter of the book synthesizes key contributions from various chapters, highlighting integrative themes such as recognizing the constructed nature of performance, prioritizing PM's strategic purpose, switching up the independent and dependent variables of PM research, and understanding managers' multiple roles within PM.
The book aims to propel PM research forward by proposing new ideas, summarizing current scholarly knowledge, and providing evidence-based practices for managers and organizations. Through collaboration with a diverse group of authors, the book offers valuable insights and sets a future research agenda to build a cumulative and conclusive scientific knowledge base about PM, ultimately informing practice and enhancing organizational effectiveness.
Tartalomjegyzék:
INTRODUCTION
Chapter 1. Exploring New Frontiers in Performance Management Research: An Introduction
Deidra J. Schleicher and Heidi M. Baumann
SECTION I. THE TASKS OF PM
Chapter 2. Observing Performance
Stephanie C. Payne, Toby M. Driggs, and Wendy R. Boswell
Chapter 3. Integrating and Evaluating Performance Information
Kevin R. Murphy
Chapter 4. Setting and Attaining Goals within Performance Management
Gary P. Latham
Chapter 5. Providing Feedback: Revisiting Assumptions and Moving Towards New Insights
Frederik Anseel and Elad N. Sherf
Chapter 6. Managerial Coaching in Performance Management
Brodie G. Riordan, Alison L. O'Malley, and Paul E. Levy
SECTION II. THE PEOPLE OF PM
Chapter 7. The Role of Managers in PM
Corine Boon and Deanne N. Den Hartog
Chapter 8. A Missing Link: Team-based Performance Management
Susan Mohammed, Destiny Hemsey, Tayana J. Rich, and Hannah Stockdale
Chapter 9. Senior Executives and Performance Management: The Canaries in the Coalmine?
Camilla Ellehave and Dave Ulrich
Chapter 10. New Employee Onboarding and Socialization: Implications for Performance Management
Talya N. Bauer and Berrin Erdogan
Chapter 11. Identity-based Bias: A Diversity, Equity, and Inclusion Perspective on Performance Management
Enrica N. Ruggs and Tiffany L. Owens
SECTION III. THE CONTEXT OF PM
Chapter 12. The Context of Performance Management: A Multiple Layers Exploration
Elaine Farndale
Chapter 13. A Talent Management View of Performance Management
David G. Collings and John F. McMackin
Chapter 14. Justice Perceptions in Performance Management
Sylvia G. Roch and Wei Yang Sim
Chapter 15. Performance Management in Cross-Cultural Contexts
Julia E. MacGregor, Mina Milosevic, Maha Yomn Sbaa, Lisa A. Steelman, and Richard L. Griffith
Chapter 16. Innovating Performance Management: Historical Roots, Current Dilemmas, and Future Directions
Peter Cappelli and Anna A. Tavis
SECTION IV. THE EVALUATION OF PM
Chapter 17. The Evidence Base for Performance Management (PM): What Do We Actually "Know" About PM?
David W. Sullivan, Junhyok Yim, and Sven Kepes
Chapter 18. Evaluating the Effectiveness of Performance Management
Angelo S. DeNisi
Chapter 19. Strategic Performance Management: A Multilevel and Multistakeholder Framework that Enhances Competitive Advantage
Robert E. Ployhart and Angela M. Lane
CONCLUSION
Chapter 20. Integrative Themes and Future Research Directions in Performance Management
Heidi M. Baumann and Deidra J. Schleicher
