The Performance Challenge
Aligning People, Practices and Goals to Maximise Organizational Performance
Performance Challenge by Jerry W. Gilley
Book DescriptionBusinesses of all shapes and sizes constantly struggle to balance the immediate demands of the market and shareholders against the cost of investing internally in the long-term development of their employees. And though many organizations draw up eloquent mission statements and proudly proclaim that "our people are our greatest asset," in practice they fail to make the commitment to employees in favor of meeting short-term goals. The net result is a failure to achieve a consistently high level of performance.In The Performance Challenge, Jerry W. Gilley, Nathaniel W. Boughton, and Ann Maycunich draw from their extensive research, teaching, and consulting experience to present a comprehensive approach to performance management that will help executives in any organization lear to establish a dynamic balance among people, processes, and strategic objectives. The cornerstone of this approach is the Performance Alignment Model, which consists of seven separate but interrelated steps: conducting stakeholder valuation improving job design establishing synergistic relationships applying performance coaching conducting developmental evaluations creating performance growth and development plans linking compensation and rewards to performance growth and development As executives learn to apply these principles simultaneously, they can pinpoint obstacles to performance improvement and create an environment that successfully assesses stakeholder needs and expectations; links employees' tasks and responsibilities directly to the company's strategic goals and objectives; provides opportunities for mentoring, skills development, and feedback to enhance performance; and rewards employees for entrepreneurship, leadership, teamwork, creativity, and loyalty. In the process, managers take on new roles as coaches, trainers, and counselors, while corporate leaders reward those who contribute to collaborative, creative problem solving.Ultimately, The Performance Challenge outlines a vision of a new type of corporate structure--the "developmental" organization--defined by its abilities to enhance the collective talent of its employees for the purposes of better serving its customers and shareholders.
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Book DetailsISBN: 9780738201610
(235mm x 156mm x 16mm)
Imprint: Basic Books
Publisher: The Perseus Books Group
Publish Date: 24-Nov-1999
Country of Publication: United States
Books By Author Jerry W. Gilley
Strategically Integrated HRD, Paperback (December 2002)
The definitive resource for linking HRD to corporate strategy, performance, and growth
Philosophy and Practice of Organizational Learning, Performance and Change, Paperback (June 2001)
In this book, the authors integrate the three dominant approaches to organizational development-learning, performance, and change-to create a dynamic lens through which to analyze any HRD program or initiative.
Manager as Change Agent, Paperback (May 2001)
"Increasingly, managers at all levels of the organization are being called upon to serve as "change agents," responsible for developing, implementing, and sustaining HRD initiatives, regardless of whet"
Marketing HRD within Organizations, Hardback (January 1992)» View all books by Jerry W. Gilley
The authors show how to use a range of marketing tools, including client research, cost/benefit analyses, and promotion to heighten the visibility of Human Resource Development, earn employee commitment to programmes and ensure that programmes contribute to the corporate bottom line.
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Author Biography - Jerry W. Gilley
Jerry W. Gilley is an associate professor in organizational and human resource development at Iowa State University and was formerly the director of organizational and executive development for William M. Mercer, Inc. He lives in Ames, Iowa.
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