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

Kearns, P.

ISBN 10: 0273649981 / ISBN 13: 9780273649984

Verlag: Financial Times Prentice Hall, 2000

Beschreibung

Befriedigend/Good: Durchschnittlich erhaltenes Buch bzw. Schutzumschlag mit Gebrauchsspuren, aber vollständigen Seiten. / Describes the average WORN book or dust jacket that has all the pages present. Bestandsnummer des Verkäufers M00273649981-G

Bibliografische Details

Titel: Measuring and Managing Employee Performance:...

Verlag: Financial Times Prentice Hall

Erscheinungsdatum: 2000

Einband: Softcover

Zustand: good

Über diesen Titel

Reseña del editor:

"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'etre 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