Performance Enablement - Alan Colquitt

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Auteur(s) : Alan Colquitt - Edie Goldberg

Editeur : Oxford University Press

Langue : Anglais

Parution : 01/03/2026

Format : Moyen, de 350g à 1kg

Nombre de pages : 264.0

ISBN : 9780197830611

Résumé :

• 1: Introduction


• 2: Current State of Performance Management


• 3: The Purpose of Performance Management


• Section I. The Business Case for Change


• 4: The Changing Nature of Work


• 5: Implications of the Business Context for Performance Management Practice


• 6: Performance Enablement: The Right Model for Today's Business Needs


• Section II. Performance Enablement Principles


• 7: Aligning to How Work Gets Done


• 8: A Focus on Being Supportive and Positive


• 9: Making It Simple and Continuous


• Section III. Performance Enablement Practices


• 10: Make Goals Central


• 11: Create a Feedback Culture and Coaching for Future Performance


• 12: Focus on Development


• Section IV. Evaluation, Rewards, Technology, and Implementation


• 13: Performance Evaluation


• 14: The Performance Management-Reward Connection


• 15: Technology and Innovations in Performance Enablement


• 16: Effective Practices in Designing and Implementing Performance Enablement


• 17: Flipping the Script from Performance Management to Performance Enablement

...

Biographie:

• 1: John Bell: Introduction


• 2: Michele Graziadei: Current State of Performance Management


• 3: John Cartwright: The Purpose of Performance Management


• Section I. The Business Case for Change


• 4: Yves-Marie Laithier: The Changing Nature of Work


• 5: Hugh Beale: Implications of the Business Context for Performance Management Practice


• 6: Dorota Leczykiewicz: Performance Enablement: The Right Model for Today's Business Needs


• Section II. Performance Enablement Principles


• 7: Jean-S?bastien Borghetti: Aligning to How Work Gets Done


• 8: A Focus on Being Supportive and Positive


• 9: Making It Simple and Continuous


• Section III. Performance Enablement Practices


• 10: Make Goals Central


• 11: Create a Feedback Culture and Coaching for Future Performance


• 12: Focus on Development


• Section IV. Evaluation, Rewards, Technology, and Implementation


• 13: Performance Evaluation


• 14: The Performance Management-Reward Connection


• 15: Technology and Innovations in Performance Enablement


• 16: Effective Practices in Designing and Implementing Performance Enablement


• 17: Flipping the Script from Performance Management to Performance Enablement

Sommaire:

• 1: Introduction


• 2: Current State of Performance Management


• 3: The Purpose of Performance Management


• Section I. The Business Case for Change


• 4: The Changing Nature of Work


• 5: Implications of the Business Context for Performance Management Practice


• 6: Performance Enablement: The Right Model for Today's Business Needs


• Section II. Performance Enablement Principles


• 7: Aligning to How Work Gets Done


• 8: A Focus on Being Supportive and Positive


• 9: Making It Simple and Continuous


• Section III. Performance Enablement Practices


• 10: Make Goals Central


• 11: Create a Feedback Culture and Coaching for Future Performance


• 12: Focus on Development


• Section IV. Evaluation, Rewards, Technology, and Implementation


• 13: Performance Evaluation


• 14: The Performance Management-Reward Connection


• 15: Technology and Innovations in Performance Enablement


• 16: Effective Practices in Designing and Implementing Performance Enablement


• 17: Flipping the Script from Performance Management to Performance Enablement