Performance management is the most critical function for managers in all organizations, ranging from those in non-profit sector, working towards welfare to towards needy citizens, to business organizations in the commercial sector targeting profit maximization. This book is aimed to help graduate students of business and economics and those specializing in performance management to understand the different concepts and their integrated application in a comprehensive manner. It presents the concepts in a coherent and simple manner.
The author provides a strong theoretical framework while emphasizing the application of concepts through real-life examples, illustrations, caselets, and case studies. The book lays emphasis on holistic approach towards performance management, linking strategic challenges at an organizational level to department level operational issues and individual employee level concerns. Each chapter includes comprehensive cases to illustrate and challenge the students to apply the concepts covered. The cases included in the book cover different Indian organizations ranging from manufacturing, banking to IT industries.
Salient Features * Covers all major topics taught by various universities across the nation * Analyses the significance of HRD in planning and implementation of strategic responses, focusing on alignment between strategic responses and HRD in India * Discusses major topics such as balanced scorecard, EFQM, dashboard-based performance information systems and performance-linked compensation systems * Includes review questions, discussion questions, and perspective building activities at the end of each chapter * Provides 25 comprehensive case studies that address different aspects of performance management
About the Author Soumendra Narain Bagchi has been teaching at XLRI Jamshedpur since 2005. He graduated as a civil engineer from Delhi College of Engineering and is a Fellow from Indian Institute of Management, Ahmedabad. He has been teaching the course of Performance Management to students in the two-year Human Resource Management programme as well as to practicing managers in different executive development programmes conducted by XLRI. He has also been engaged in consultancy regarding audit, design and implementation of performance management systems. His other areas of interest include case-based research, human resource management practices in service based organizations and industrial relations.
Table of Contents Chapter 1 Performance Management: Scope and Significance Chapter 2 Impact of Organizational Structure and Operational Processes on Performance Management Process Chapter 3 Defining Performance and Performance Measurement Metrics Chapter 4 Performance Information Presentation, Interpretation and Taking Corrective Action Chapter 5 Performance Management Frameworks Chapter 6 Employee Assessment Systems Chapter 7 Contribution of Human Resource Management Practices to Employee Performance Chapter 8 Implementation of Pay-for-Performance Plans Chapter 9 Organizational Development Chapter 10 Organizational Leadership and Performance Management Index
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