For courses in Performance Appraisal, Compensation Management, & Training and Development.

Performance Management, 2/e, is the first text to emphasize that the key competitive advantage in today’s globalized world lies, not in technology and products, but in its PEOPLE.

In today’s globalized world it is easy to gain access to the competition’s technology and products.  What is it then, that makes some businesses more successful than others?  What is today’s key competitive advantage?

In this text, 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 text is about the design and implementation of successful performance management systems.

•    Performance Management is a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization; Pg. 77
o    Focuses on research-based findings and up-to-date applications that help increase an organization’s human capital; Pg. 84

o    Performance observation, evaluation, and improvement are ongoing processes, some concepts and practices may be introduced early on in a cursory manner first but receive more detailed treatment in later sections; Pg. 94
o    Emphasis on best practices and describes the necessary steps to create a top-notch performance management system; Pg. 206

What is the impact of globalization on performance management systems?  Do you cover international implementation of performance systems with your students?

•    Incorporation of International Issues - In contrast to many other books, which include a separate chapter on international issues, this textbook’s approach integrates international issues throughout the book because in this age of globalization it is often difficult to distinguish domestic from international operations.

•    Evidence has pointed to the fact that basic principles underlying performance management are remarkably similar around the world.  This edition provides clear examples to support this theory from different areas of the globe:

o    Implementation of a performance management system in Ghana; Chapter 2.
o    Integration of performance management and business strategy in organizations in Australia; Chapter 2.
o    How to move away from traditional (i.e., seniority-based) performance management systems in collectivistic cultures like Korea and China; Chapter 10.

When teaching a class in performance appraisal, do you cover all types of businesses or focus on one in particular?

This book approaches performance management as a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with strategic goals of the organization.  It is critical to small and large organizations, for-profit and not-for-profit, domestic and global, and to all industries.  Examples throughout include:

•    Non-for-profit sector – the government in England has implemented the world’s biggest performance management system where the performance of teachers is evaluated systematically.  This includes a massive national effort of 18,000 primary schools, 3,500 secondary schools, and more.
•    Private sector – Evaluations are often required by the “HR cops” and are completed by managers spending time away from his or her real job duties.

What is the impact of globalization on performance management systems?  Do you cover international implementation of performance systems with your students?

•    Incorporation of International Issues - In contrast to many other books, which include a separate chapter on international issues, this textbook’s approach integrates international issues throughout the book because in this age of globalization it is often difficult to distinguish domestic from international operations; Pg. XX.

•    Evidence has pointed to the fact that basic principles underlying performance management are remarkably similar around the world.  This edition provides clear examples to support this theory from different areas of the globe:

o    Implementation of a performance management system in Ghana; Chapter 2.
o    Integration of performance management and business strategy in organizations in Australia; Chapter 2.
o    How to move away from traditional (i.e., seniority-based) performance management systems in collectivistic cultures like Korea and China; Chapter 10.

Other Points of Distinction

* Expanded material on coaching and feedback in Chapter 9
* 1 to 3 more text boxes in each chapter including illustrations of how actual organizations are implementing concepts and processes discussed in each chapter.
* Importance of employee participation in design and implementation of the performance management system.
* Reasons why managers should not avoid giving feedback.
* Disadvantages of forced distribution systems.
* Effects of self-efficacy training for raters on rating accuracy; what indicators to use and who should be involved in evaluating the effectiveness of the performance management system.
* Individual knowledge, skills, and abilities needed for effective team performance.

Performance Management, 2/e by Herman Aguinis – Brief TOC

1. Performance Management and Reward Systems in Context
2. Performance Management Process
3. Performance Management and Strategic Planning
4. Defining Performance and Choosing a Measurement Approach
5. Measuring Results and Behaviors
6. Gathering Performance Information
7. Implementing a Performance Management System
8. Performance Management and Employee Development
9. Performance Management Skills
10. Reward Systems and Legal Issues
11. Managing Team Performance

Training and Development  [CORE TEXTS]   (Management)
Compensation Management  [CORE TEXTS]   (Management)
Performance Appraisal / Performance Management  [CORE TEXTS]   (Management)

Dr. Herman Aguinis (http://www.cudenver.edu/~haguinis) is the Mehalchin Term Professor of Management in the Business School at the University of Colorado at Denver and Health Sciences Center. He has been a visiting scholar at universities in the People’s Republic of China (Beijing and Hong Kong), Malaysia, Singapore, Australia, Argentina, France, South Africa, and Spain. His teaching, research, and consulting activities are in the areas of human resources management, organizational behavior, and research methodology.
Dr. Aguinis wrote Applied Psychology in Human Resource Management (with Wayne F. Cascio, 6th ed., 2005, Prentice Hall) and Regression Analysis for Categorical Moderators (2004), and edited Test-Score Banding in Human Resource Selection (2004). In addition, he has written over 50 refereed journal articles in Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Personnel Psychology, Organizational Behavior and Human Decision Processes, and elsewhere. Dr. Aguinis is a Fellow of the American Psychological Association, the Society for Industrial and Organizational Psychology, and the Association for Psychological Science. He served as Division Chair for the Research Methods Division of the Academy of Management and editor-in-chief for the journal Organizational Research Methods. He has delivered more than 150 presentations at professional conferences and consulted with organizations in the United States, Europe, and South America.

Instructor's Manual with Test Item File, 2/E
Aguinis
©2009  |  Prentice Hall  |  Paper; 334 pp  |  Instock
ISBN-10: 0136010954  |  ISBN-13: 9780136010951

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PowerPoint Presentation (Download only) for Performance Management, 2/E
Aguinis
©2009  |  Prentice Hall  |  On-line Supplement  |  Live
ISBN-10: 0136010695  |  ISBN-13: 9780136010692

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