Introduction xv

The Authors xxi

1 An Expanded View of Performance Management 1
Herman Aguinis

2 Aligning Performance Management with Organizational Strategy, Values, and Goals 45
William A. Schiemann

3 Practical Applications of Goal-Setting Theory to Performance Management 89
Peter A. Heslin, Jay B. Carson, and Don VandeWalle

4 Coaching and Performance Management: How Can Organizations Get the Greatest Value? 115
David B. Peterson

5 The Role of On-the-Job and Informal Development in Performance Management 157
Paul Squires

6 Managing Team Performance in Complex Settings: Research-Based Best Practices 197
Eduardo Salas, Sallie J. Weaver, Michael A. Rosen, and Kimberly A. Smith-Jentsch

7 CEO Performance Management 233
Edward M. Mone

8 Performance Management in Multi-National Companies 271
David V. Day and Gary J. Greguras

9 Managing Contextual Performance 297
Richard R. Reilly and Zvi H. Aronson

10 Using Performance Management As a Learning Tool 329
Valerie I. Sessa, Christopher Pingor, and Jennifer Bragger

11 Diagnosing, Understanding, and Dealing with Counterproductive Work Behavior 359
Leanne Atwater and Teri Elkins

12 Forced Rankings: Pros, Cons, and Practices 411
Peter G. Dominick

13 Technology and Performance Management: What Role Does Technology Play in Performance Management? 445
Autumn D. Krauss and Lori Anderson Snyder

14 Authentic Performance: The Valuation of Behavior as a Negotiated Business Outcome 491
Thomas Diamante

15 Assessing Performance Management Programs and Policies 527
Stanley B. Silverman and Wendy M. Muller

16 Performance Management of the Future 555
Nancy T. Tippins and Susan H. Coverdale

17 Best Practices in Performance Management 585
James W. Smither and Manuel London

Name Index 627

Subject Index 645

The Editors 667