The changing nature of performance : implications for staffing, motivation, and development

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Title:

Personal Author:

Ilgen, Daniel R.

Publication Information:

San Francisco : Jossey-Bass Publishers, 1999

ISBN:

9780787946258

Subject Term:

Performance standards

Added Author:

Pulakos, Elaine D.

Zedeck, Sheldon

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ KL	30000005022839	HF5549.5.P35 C52 1999	Open Access Book	Book	Searching... Unknown

Radical changes in the workplace continue to impact the way we measure and manage employee performance, making the human resource professional's job more complex than ever. In The Changing Nature of Performance, a stellar group of contributors offers concrete suggestions on how the HR practitioner can cope. They examine seven major change factors that continue to influence individual performance--from the shift to team-based work to the interweaving of jobs with technology--and show readers how to develop effective HR policies and practices accordingly.

Author Notes

Daniel R. Ilgen is the editor of The Changing Nature of Performance: Implications for Staffing, Motivation, and Development, published by Wiley.

Elaine D. Pulakos is the editor of The Changing Nature of Performance: Implications for Staffing, Motivation, and Development, published by Wiley.

Sheldon ZedeckDaniel R. Ilgen and Elaine D. PulakosBeryl Hesketh and Andrew NealStephan J. Motowidlo and Mark J. SchmitCharles L. Hulin and Theresa M. GlombManuel London and Edward M. MoneDavid E. Bowen and David A. WaldmanRobert G. Lord and Wendy Gradwohl SmithSteve W. J. Kozlowski and Stanley M. Gully and Earl R. Nason and Eleanor M. SmithKevin R. MurphyPatrice R. Murphy and Susan E. JacksonKurt KraigerJohn P. Campbell

Foreword	p. xi
Preface	p. xv
The Authors	p. xvii
1 Introduction: Employee Performance in Today's Organizations	p. 1
Part 1 Changes in Work That Impact Performance
2 Technology and Performance	p. 21
3 Performance Assessment in Unique Jobs	p. 56
4 Contingent Employees: Individual and Organizational Considerations	p. 87
5 Continuous Learning	p. 119
6 Customer-Driven Employee Performance	p. 154
7 Leadership and the Changing Nature of Performance	p. 192
8 Developing Adaptive Teams: A Theory of Compilation and Performance Across Levels and Time	p. 240
Part 2 The Effect of Change on Three Key Processes--Staffing, Motivation, and Employee Development
9 The Challenge of Staffing a Postindustrial Workplace	p. 295
10 Managing Work Role Performance: Challenges for Twenty-First-Century Organizations and Their Employees	p. 325
11 Performance and Employee Development	p. 366
Part 3 Concluding Remarks
12 The Definition and Measurement of Performance in the New Age	p. 399
Name Index	p. 431
Subject Index	p. 445

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Summary

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Author Notes

Table of Contents