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Performance management 3rd ed
In today?s globalized world, it is relatively easy to gain access to the competition?s technology and products. Thanks to the Internet and the accompanying high speed of communications, technological and product differentiation is no longer a key competitive advantage in most industries. For example, most banks offer the same types of products (e.g., various types of savings accounts and investment opportunities). If a particular bank decides to offer a new product or service (e.g., online banking), it will not be long until the competitors offer precisely the same product. As noted by James Kelley, performance management project leader at Idaho Power, ?technology is a facilitator, but not a guarantor, of effectiveness or efficiency of a company?s workforce.?1 So, what makes some businesses more successful than others? What is today?s key competitive advantage? The answer is people. Organizations with motivated and talented employees offering outstanding service to customers are likely to pull ahead of the competition, even if the products offered are similar to those offered by the competitors. This is a key organizational resource that many label ?human capital? and gives organizations an advantage over the competition. Customers want to get the right answer at the right time, and they want to receive their products or services promptly and accurately. Only having the right human capital can make these things happen. Only human capital can produce a sustainable competitive advantage. And, performance management systems are the key tools that can be used to transform people?s talent and motivation into a strategic business advantage. Unfortunately, although 96% of human resources (HR) professionals report that performance management is their number 1 concern, fewer than 12% of HR executives and technology managers believe that their organizations have aligned strategic organizational priorities with employee performance.2 This edition includes the following six important changes. More detailed information on each of these issues is provided in the section titled ?Changes in This Edition.? ? There is an emphasis on the role of the context within which performance management takes place. ? This edition emphasizes that knowledge generated regarding performance management is essentially multidisciplinary. ? This edition emphasizes the important interplay between science and practice. ? This edition describes the technical aspects of implementing a performance management system in detail and, in addition, it emphasizes the key role that interpersonal dynamics play in the process. ? This new edition includes new cases in almost every chapter. Taken together, this new edition includes a total of 43 case studies. ? Each of the chapters includes new sections.
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| Tan 658. 312 5 Agu p | PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | New York Pearson., 2013 |
|---|---|
| Edisi | - |
| Subjek | Employees Rating |
| ISBN/ISSN | - |
| Klasifikasi | - |
| Deskripsi Fisik | - |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas | Tidak Ada Data |