- The Oxford Handbook of Human Resource Management
- List of Figures
- List of Tables
- List of Contributors
- Human Resource Management: Scope, Analysis, and Significance
- The Development of HRM in Historical and International Perspective
- The Goals of HRM
- Economics and HRM
- Strategic Management and HRM
- Organization Theory and HRM
- HRM and the Worker: Towards a New Psychological Contract?
- HRM and the Worker: Labor Process Perspectives
- HRM and Societal Embeddedness
- Work Organization
- Employment Subsystems and the ‘HR Architecture’
- Employee Voice Systems
- EEO and the Management of Diversity
- Recruitment Strategy
- Selection Decision-Making
- Training, Development, and Competence
- Remuneration: Pay Effects at Work
- Performance Management
- HRM Systems and the Problem of Internal Fit
- HRM and Contemporary Manufacturing
- Service Strategies: Marketing, Operations, and Human Resource Practices
- HRM and Knowledge Workers
- HRM and the New Public Management
- Multinational Companies and Global Human Resource Strategy
- Transnational Firms and Cultural Diversity
- HRM and Business Performance
- Modeling HRM and Performance Linkages
- Family-Friendly, Equal-Opportunity, and High-Involvement Management in Britain
- Social Legitimacy of the HRM Profession: A US Perspective
Abstract and Keywords
A distinguishing feature of performance management relative to performance appraisal is that the former is an ongoing process whereas the latter is done at discrete time intervals (e.g. annually). Ongoing coaching is an integral aspect of performance management. Performance appraisal is the time period in which to summarize the overall progress that an individual or team has made as a result of being coached, and to agree on the new goals that should be set. Common to the performance management/appraisal process are the four following steps. First, desired job performance must be defined. Second, an individual's performance on the job must be observed. Is the person or team's performance excellent, superior, satisfactory, or unacceptable? Third, feedback is provided and specific challenging goals are set as to what the person or team should start doing, stop doing, or be doing differently. Fourth, a decision is made regarding retaining, rewarding, training, transferring, promoting, demoting, or terminating the employmemt of an individual.
Gary P. Latham, Rotman School of Management, University of Toronto
Lorne M. Sulsky is Professor of Management and Organizational Behavior at Wilfred Laurier University. His research traverses performance management, training, and work stress, and he is the co-author with Dr Carlla Smith of Work Stress (Wadsworth Publishing).
Heather MacDonald is a doctoral candidate in psychology at the University of Waterloo where she is conducting research on leadership, work motivation, and performance appraisal.
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