Performance Management Systems

Arup Varma is Professor of Human Resource Management at Loyola University Chicago's Quinlan School of Business. His research has been published in several leading journals including Academy of Management Journal, Personnel Psychology, Journal of Applied Psychology and Human Resource Management Review. He is co-founder and past President of the Indian Academy of Management. Pawan Budhwar is the 50th Anniversary Professor of International HRM at Aston Business school.

Chapter 1: Introduction: Performance Management in Context - Arup Varma and Pawan Budhwar Chapter 2: Performance Management and Business Strategy - Subhash C. Kundu, Archana Mor and Naresh Khatri Chapter 3: Goal Setting - Shailendra Singh, M. H. Minai and Arup Varma Chapter 4: Performance Information - Peter Norlander and Arup Varma Chapter 5: Defining and Measuring Performance - Caitlin Sockbeson and Angelo DeNisi Chapter 6: Evaluating Performance - Caitlin Sockbeson and Angelo DeNisi Chapter 7: Motivation and Feedback - Biyun Hu and Arup Varma Chapter 8: Supervisor-Subordinate Relationships - Darren Wang and Arup Varma Chapter 9: Performance Management for Expatriates - Arup Varma and Rosalie Tung Chapter 10: Implementing a Performance Management System - Arup Varma and Pawan Budhwar

Varma and Budhwar have put together a distinguished set of authors to look at a number of important aspects of performance management, with the ultimate goal of helping us understand why these systems succeed or fail and how to improve performance management in organizations. I particularly like the analytic approach this volume takes, delving into a number of core topics (e.g., getting and using information about performance, goal setting, performance management and business strategy) that cut across a number of different types of performance management systems. This volume makes a real contribution to understanding the critically important topic of performance management. -- Kevin Murphy Managers, scholars, HR professionals, and students will appreciate this informative and useful set of contributions describing the essential details for constructing, managing, implementing and continuously modifying a performance management system to fit an organization's unique and specific situation. Adopting a strategic perspective, the chapters emphasize the importance of aligning the performance management system with the organization's goals and integrating it with all other components of the HR system. The combination of evidence-based principles and skill development activities reinforce key concepts and promote meaningful learning. -- Randall S. Schuler and Susan E. Jackson Cutting through the myriad of fads and myths, Performance Management Systems: An Experiential Approach provides a science-based approach to achieve the strategic promise of performance management systems. With cases, theory-driven practice, and experiential exercises, the authors underscore the importance of developing managers' skills in the overall success of performance management systems. This book is a must-read for anyone, researcher or practitioner alike, who appreciates the strategic value of human talent and the role managers have in unleashing its full potential. -- Paula Caligiuri