9788176299527 - performance management: concepts, practices and strategies for organisation de bhatia, dr. s.k. (1 resultados)
- Tapa dura
Librería: Vedams eBooks (P) Ltd, New Delhi, IndiaVedams eBooks (P) Ltd
Contactar con el vendedorVendedor de 4 estrellasCondición: Usado - Como Nuevo
EUR 43,35
Envío por EUR 17,50Se envía de India a Estados Unidos de AmericaCantidad disponible: 1 disponibles
Hardbound. Condición: As New. New. Contents Foreword. Preface. Acknowledgement. I. Performance management perspective 1. Performance management an introduction. 2. Performance management concept and principles. 3. Performance Management (PM) an overview. 4. Performance Management in practice. 5. Emerging practices in performance… management. 6. Creating more effective performance management systems. 7. Balanced scorecard approach to performance management. II. Performance appraisal 8. Performance appraisal and expectancy theory. 9. Performance appraisal conceptual approach. 10. Objectives of performance appraisals the traditional and new components. 11. Performance planning through KRAs. 12. Developmental focus in performance management. III. Methods of performance appraisal 13. Potential appraisal. 14. Self appraisal. 15. Potential assessment methods. 16. 360 degree performance appraisal system. 17. Team appraisal. 18. Performance review. 19. Typical errors or weakness of rating and some concerns. 20. Manager's role in effective doing the performance appraisal. IV. Performance development 21. Performance analysis. 22. Performance feedback and performance counselling. 23. Types of appraisal interview or appraisal discussion. 24. Performance coaching. 25. Mentoring for development. 26. Competency mapping and development. 27. Assessment and development centre roles. 28. Self development. 29. Career planning and management two way process. 30. Executive development. 31. Placement. V. Developing and implementing performance management 32. Critical factors in developing an effective appraisal system. 33. Designing and introducing a performance management system. 34. Modifying performance appraisal system a case study. 35. Implementing appraisal systems. 36. Precautions while implementing performance management system. VI. Performance management in international context 37. Performance Management (PM). 38. Criteria for performance appraisal of expatriates. 39. Performance management of host country employees. VII. Linkages and follow up of performance management 40. Role of HR department follow up action on performance management system. 41. Relating performance management to rewards. 42. Cultural factors in appraisal system. 43. Problems of confidentiality. 44. Ethics in performance evaluation. 45. Organisational factors for success of appraisal system. 46. Variable pay incentives for performance. 47. Performance based managerial compensation schemes. 48. Training on performance management. 49. Performance management and TQM. 50. Balanced scorecard for HR (Result based HR performance measures). VIII. Performance management practices/formats 51. Performance management system in a software organisation. 52. Performance management system at Titan. 53. Performance management in infosys. 54. Performance appraisal AAI international. 55. Annual performance appraisal ABC company. 56. Performance appraisal system L and T Ltd. 57. Evaluation format for branch manager. 58. Performance appraisal system at IDBI Bank Ltd. Mumbai. IX. Annexures 1. Question papers (AIMA). 2. Sample questions. 3. Multiple choice questions. 4. Performance management assignments. 5. Case studies. 6. Sample questionnaire for project studies. 7. Performance appraiser's checklist. 8. Appraisal report humour or the day. 9. Supervisor's apprehensions about changing performance appraisal system. 10. Illustration designing HR scorecard report. References. Index. Performance management is described as a strategic approach to delivering sustained success to organizations by improving the performance of the people who work in them by developing the capabilities of teams and individuals and quality of their contributions. It is strategic because it is forward looking and developmental. A successful performance management system should be built around organizational direction and priorities in setting clear goals have the support of both management and employees be flexible enough to adapt to organization changes.
