Prentice Hall Measuring and Managing Employee Performance: A practical manual to maximise organisational performance through people (Financial Times Series)

"Do you deserve a better performance from your employees? .....Why should they want to perform better? If your answer is 'well, if they want to stay in a job ....' go to the back of the class." "Bad measurement takes place all the time but it happens so imperceptibly, unconsciously, yet insidiously, that we do not know that it is happening and what damage it is causing." "added value is the raison d'être of organisational life. If everyone in the organisation is not contributing to value then what are they doing?" This briefing will show you how to get the best out of your company's employees. It covers the business imperative behind the effective measurement of employee performance. It examines performance measurement from a strategic perspective and provides practical advice on how to implement a performance measurement system. To help you apply the techniques to your own situation, the briefing includes detailed exercises and forms for you to work through. Contents: Re-visiting performance measurement We measure everything but we're not very good at it But I don't want to be measured The performance measurement proposition Performance and added value are not the same Motivation and performance ― what's the connection Rewarding performance Key people ― critical performance How structure and process affect performance Knowledge management, human and intellectual capital A strategic perspective on performance measurement HRM and performance measurement and management