Foreword | p. 9 |
Foreword | p. 11 |
Introduction | p. 18 |
What is performance management all about? | p. 19 |
Redefining the performance concept | p. 20 |
Problems with the traditional approach to performance management | p. 24 |
Our view on performance management | p. 29 |
Performance management at the corporate level | p. 32 |
The performance management process | p. 36 |
Overview of the performance management process | p. 36 |
Strategic planning as the cornerstone of performance management | p. 38 |
Financial planning and resource allocation | p. 42 |
Target setting and cascading | p. 44 |
Defining key indicators to measure performance | p. 48 |
Monitoring execution and performance reporting | p. 53 |
Evaluation and rewards | p. 56 |
Conclusions | p. 64 |
Clear strategic focus a winning and living business strategy | p. 70 |
What is strategy? | p. 71 |
Formulating winning strategies | p. 75 |
From a winning strategy to a living strategy | p. 92 |
Conclusion | p. 98 |
Collaborative structure: organisational design for high performance organisations | p. 102 |
Introduction | p. 102 |
Vertical and formal design elements | p. 105 |
Horizontal and formal design elements: cross-functional and project-based terms | p. 110 |
Managing informality: the concept of lateral leadership | p. 117 |
Vertical and informal design elements: reverse controlling and informal networks | p. 123 |
Horizontal and informal design elements: communities of practice, socio-technical systems design and coaching | p. 127 |
Conclusion | p. 131 |
Creating an engaging climate | p. 134 |
Beyond the individual, the manager and the formal performance management system: the impact of climate | p. 134 |
Creating an engaging climate through empowering jobs | p. 136 |
Creating an engaging climate through strong people management skills | p. 141 |
Creating an engaging climate through constructive feedback exchange | p. 146 |
Creating an engaging climate through reward and recognition | p. 149 |
Creating an engaging climate in times of crisis? | p. 153 |
Conclusion | p. 154 |
Rewarding for performance | p. 158 |
What is pay for performance? | p. 159 |
How do you pay for performance? | p. 160 |
Who is eligible for pay for performance? | p. 160 |
Which pay instruments can be used to pay for performance? | p. 161 |
What elements of performance are taken into account? | p. 163 |
What is the length of the performance period and what is the frequency of the reward? | p. 169 |
What proportion of the reward package is based on pay-for-performance? | p. 172 |
Pay-for-performance as an element of strategic rewards | p. 174 |
Effective pay-for-performance: conclusion | p. 175 |
Supportive information infrastructure: intelligence in action | p. 180 |
Introduction | p. 180 |
Business intelligence | p. 182 |
Enterprise data warehouse | p. 186 |
Bi applications for CPM | p. 190 |
Lessons learned from the Amsterdam-Amstelland Police Department | p. 198 |
Conclusions: take-aways for practitioners | p. 211 |
Putting performance management into practice | p. 216 |
The case of the German Cooperative Bank Berlin: transforming a bank in trouble | p. 217 |
Performance management at GCB Berlin: discussion | p. 238 |
Conclusion | p. 250 |
Beyond financial performance | p. 252 |
Corporate strategy and business strategy | p. 253 |
Corporate performance management | p. 256 |
Beyond financial performance | p. 258 |
How performance management helped Carillion to move "beyond financial performance" | p. 260 |
Conclusion | p. 275 |
Strategic performance management at corporate level | p. 278 |
The myopia of traditional performance management | p. 279 |
Goal setting: the stepchild of strategy development | p. 281 |
A real corporate dialogue process | p. 284 |
An effective business dialogue process | p. 289 |
A continuous resource commitment process | p. 293 |
Performance contracts | p. 294 |
Performance delivery and monitoring | p. 296 |
Rewards | p. 297 |
Cultural aspects of the strategic performance management process | p. 297 |
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