Employee Engagement Through Effective Performance Management
A Practical Guide for Managers
Routledge – 2010 – 272 pages
An engaged employee is someone who feels involved, committed, passionate and empowered and demonstrates those feelings in work behavior. This book explains that a more engaged workforce is really about better performance management. The authors expand the traditional notion of performance management to include building trust, creating conditions of empowerment, managing team learning, and maintaining ongoing straightforward communications about performance, all of which are critical to employee engagement. The "best practices" tools and advice in this book are based on solid research as well as the authors’ experience.
"Written as a practical guide for leaders, free of cumbersome dry research and exhaustive references, everyone from consultants to students will find the contents of this book full of helpful methods to create 'excellent performance management and ways to achieve and engaged workforce'." - Christopher R. Baudler, MBA, EASI-Consult, St. Louis, Missouri, USA in Personnel Psychology
"In the past few years it has been almost impossible to avoid the topic of Employee Engagement. Ed Mone and Manny London have finally addressed the issue from the practical point of view of those who make it happen, the managers. Mone and London have delivered a very practical guide written in "how to" style which can be readily translated into action by those on the front lines. This book guides managers through these difficult conversations and how performance management can be used to drive employee engagement. Mone and London seamlessly weave research and practical guidelines into a very comprehensive and useful book for managers, as well as academics and HR professionals." -Walter L. Jackson, PhD, Managing Director, Human Capital Consulting, Braver Group, Boston, USA
"The framework for the performance management process is well integrated and provides a nice applied model for practitioners to use in the field. Authored by a leading psychologist and experienced practitioner, this book recognizes some recent streams of research (engagement, team learning, trust) and is clearly presented as a resource book for practitioners." - William Balzer, Department of Psychology, Bowling Green State University, USA
"The focus on employee engagement, continuous learning /development and burnout are especially relevant given the pace at which today’s organizations operate. The book does an excellent job of translating theory into practical guidance and provides several tools that managers can use to apply the knowledge and recommendations suggested in each chapter. It illustrates not only traditional tools such as 360 degree feedback, but also frameworks and tools for effective coaching, building and promoting trust, and setting performance and development goals." - Howard Klein, Fisher College of Business, The Ohio State University, USA
Preface. 1. The Performance Management Process and Employee Engagement. 2. Understanding Performance Appraisal. 3. Building a Climate of Trust. 4. Setting Meaningful and Effective Goals. 5. Meeting the Feedback Challenge. 6. Recognizing Employee Performance. 7. Learning about 360-Degree Feedback. 8. Coaching for Success. 9. Managing Employee and Team Learning and Development. 10. Managing and Preventing Employee Burnout. 11. A Closing Look at Performance Management and Employee Engagement.
Edward Mone is Vice President for Organization Development at CA, Inc., and has more than twenty-five years of experience in human resource and organization development. He is also an adjunct faculty at both the State University of New York at Stony Brook and Hofstra University, and he maintains a limited consulting practice. He is the author or co-author of numerous book chapters and several books, including HR to the Rescue: Case Studies of HR Solutions to Business Challenges and Fundamentals of Performance Management.
Manuel London is Associate Dean of the College of Business at the State University of New York at Stony Brook. He is also professor and Director of the Center for Human Resource Management at Stony Brook. He received his Ph.D. from the Ohio State University in Industrial and Organizational psychology and taught for three years at the business school at the University of Illinois in Champaign-Urbana. He then held a variety of research and human resource management positions at AT&T, moving to Stony Brook in 1989. His research interests are in employee and management development, including career motivation, performance evaluation, feedback, and training. His recent books include Continuous Learning in Organizations (co-authored by Valerie Sessa, 2006), Leadership Development: Paths to Self-Insight: Paths to Self-Insight and Professional Growth (2002), and How People Evaluate Others in Organizations (2001), all published by Erlbaum/Taylor & Francis.