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Performance Management
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Performance Management

Sixth Edition
  • Herman Aguinis - The George Washington University School of Business, USA, The George Washington University
January 2027 | 544 pages | SAGE Publications, Inc
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Formerly published by Chicago Business Press, now published by Sage

Performance Management, Sixth Edition covers the design and implementation of effective and successful performance management systems—the key tools that can be used to transform employee talent and motivation into a strategic business advantage. Author Herman Aguinis focuses on research-based findings and up-to-date applications that consider the changing nature of work and organizations.
 
Preface to the Sixth Edition
 
Acknowledgments
 
About the Author
 
Part 1: Strategic and General Considerations
 
Chapter 1: Performance Management in Context
Definition of Performance Management

 
Purposes of Performance Management Systems

 
The Performance Management Contribution

 
When Performance Management Breaks Down: Dangers of Poorly Implemented Systems

 
Characteristics of An Ideal Performance Management System

 
Integration With Other Human Resources and Development Activities

 
The Future is Now: Performance Management and The Nature of Work and Organizations Today

 
Summary Points

 
Notes

 
 
Chapter 2: Performance Management Process
Prerequisites

 
Performance Planning

 
Performance Execution

 
Performance Assessment

 
Performance Review

 
Summary Points

 
Notes

 
 
Chapter 3: Performance Management and Strategic Planning
Definition and Purposes of Strategic Planning

 
Process of Linking Performance Management to The Strategic Plan

 
Strategic Planning Process

 
Building Support

 
Summary Points

 
Notes

 
 
Part 2: System Implementation
 
Chapter 4: Defining Performance and Choosing A Measurement Approach
Defining Performance: Behaviors and Results

 
Determinants of Performance: Abilities and Other Traits, Knowledge and Skills, and Context and Opportunities

 
Performance Dimensions

 
Approaches to Measuring Performance

 
Summary Points

 
Notes

 
 
Chapter 5: Measuring Results and Behaviors
Measuring Results

 
Measuring Behaviors

 
The Nature of The Performance Distribution: Star Performers and High-Potential Employees

 
The Role of Context

 
How Organizations are Using Ai to Measure Performance and Identify Talent

 
Summary Points

 
Notes

 
 
Chapter 6: Performance Analytics
Useful Components of Appraisal Forms

 
Desirable Features of Appraisal Forms

 
Determining Overall Rating

 
Appraisal Period and Number of Formal Meetings

 
Performance Touchpoints: Sources of Performance Data

 
Understanding Intentional Rating Distortion: A Model of Rater Motivation

 
Summary Points

 
Notes

 
 
Chapter 7: Rolling Out The Performance Management System
Communication Plan

 
Appeals Process

 
Training Programs for Minimizing Unintentional Rating Errors

 
Pilot Testing

 
Ongoing Monitoring and Evaluation

 
Summary Points

 
Notes

 
 
Part 3: Employee and Leadership Development
 
Chapter 8: Performance Management and Employee Development
Personal Developmental Plans

 
Direct Supervisor’s Role and The Feedforward Interview

 
Multisource Feedback Systems

 
Personal Improvement Plans

 
Summary Points

 
Notes

 
 
Chapter 9: Performance Management Leadership
Coaching

 
Coaching Styles

 
Coaching Process

 
Coaching, Development, and Performance Review Meetings

 
Leaders Also Need Coaching

 
Summary Points

 
Notes

 
 
Part 4: Reward Systems, Legal Issues, and Team Performance Management
 
Chapter 10: Performance Management, Rewards, and The Law
Definition of Reward Systems

 
Traditional and Contingent Pay Plans

 
Reasons for Introducing Contingent Pay Plans

 
Possible Problems Associated With Contingent Pay Plans

 
Selecting A Contingent Pay Plan

 
What To Do When Workers Hit The Top of Their Pay Range

 
Putting Pay in Context

 
Performance Management and The Law

 
Some Legal Principles Affecting Performance Management

 
Laws Affecting Performance Management

 
Summary Points

 
Notes

 
 
Chapter 11: Team Performance Management
Definition and Importance of Teams

 
Types of Teams and Implications for Team Performance Management

 
Purposes and Challenges of Team Performance Management

 
Including Team Performance in The Performance Management System

 
Rewarding Team Performance

 
Summary Points

 
Notes

 
Key features
NEW TO THIS EDITION:
  • Updated with hundreds of new sources and the latest research since the fifth edition
  • Stronger emphasis on organizational and national context in performance management
  • Expanded focus on HR’s role as both a strategic partner and internal consultant
  • New coverage of major workplace shifts, including globalization, technology, AI, teamwork, and generational change
  • Greater emphasis on multidisciplinary insights from HRM, organizational behavior, strategic management, analytics, and related fields
  • Stronger effort to bridge the science-practice divide with evidence-based and real-world guidance
  • Expanded attention to interpersonal dynamics such as trust, politics, leadership, negotiation, mentorship, and communication
  • Added Company Spotlight boxes in every chapter with current real-world examples
  • Added two hands-on exercises per chapter for a total of 22
  • Added two case studies per chapter for a total of 22, plus about 40 additional cases in the instructor's manual
  • Each chapter includes new material and expanded sections, including topics such as AI, electronic performance monitoring, personal improvement plans, feedforward interviews, stay interviews, legal updates, and team performance management
KEY FEATURES:
  • Complete coverage of the design and implementation of effective and successful performance management systems including the interplay between science and practice
  • Research-based findings and up-to-date applications that help increase an organization’s talent pool, with significant updates to the fifth edition
  • Emphasis on the role of the context within which performance management takes place including an organization’s history, unwritten norms and values, and cultural norms
  • Accentuates the two key roles played by the HR function: strategic partner and internal consultant
  • Highlights important changes in globalization, technology and demographics and how these changes have a direct impact on the design and implementation of performance management systems
  • Emphasizes a multidisciplinary approach and integrative research
  • Covers the technical aspects of implementing a performance management system including factors such as trust and motivation
  • Company Spotlight boxes in each chapter illustrate concepts using contemporary and well-known organizations
  • Two hands-on exercises per chapter increase engagement and learning
  • Two fully updated case studies per chapter spotlight real-life companies
  • Learning objectives structure each chapter's content
  • Chapter summaries assist students' review of material