About the Authors
Peter Boxall and John Purcell are co-authors of the book Managing Employee Performance which was first published in 2008. Boxall is a Professor of Human Resource Management at the University of Auckland in New Zealand, while Purcell is a Professor of Human Resource Management at the University of Bath in the United Kingdom.
Both authors are renowned experts in the field of human resource management, with extensive research and teaching experience. They have collectively published numerous books, articles, and journal papers on the subject, making significant contributions to the understanding and development of HR management practices around the world.
In Managing Employee Performance, Boxall and Purcell draw on their expertise and research to provide a comprehensive overview of the key elements of managing employee performance in modern organizations. They offer practical insights and strategies for HR practitioners, managers, and business leaders to effectively manage employee performance and drive organizational success.
Overview of the Book
Managing Employee Performance is a guidebook that provides a comprehensive and up-to-date analysis of the concept of employee performance management. It explores the key theories, practices, and challenges associated with managing employee performance in contemporary organizations.
One of the main themes of the book is the shift away from traditional performance appraisal systems towards a more holistic and continuous approach to managing employee performance. The authors argue that this shift is necessary in today’s rapidly changing and complex business environment, where traditional methods of managing performance are no longer effective.
The book is divided into four parts, starting with an introduction to the concept of performance management and its evolution over time. The second part explores the different elements that contribute to effective performance management, including goal-setting, feedback, and continuous learning and development.
Part three focuses on the various challenges and issues that organizations face when implementing performance management systems, such as resistance to change, biases and errors in performance evaluation, and communicating and rewarding performance.
Finally, in part four, the authors discuss the future of performance management and how organizations can adapt to the changing landscape of work and employee performance.
Key Takeaways
Managing Employee Performance is a comprehensive guide that offers valuable insights and strategies for managing employee performance in organizations. Some of the key takeaways from the book include:
– The importance of aligning individual and organizational goals to drive performance and achieve business objectives.
– The need for ongoing feedback and coaching to support continuous learning and development.
– The role of effective communication in managing performance and addressing issues or conflicts that may arise.
– The challenges and potential pitfalls of performance appraisal systems and the need for a more holistic approach to managing performance.
– The importance of involving and engaging employees in the performance management process to encourage ownership and accountability.
Overall, Managing Employee Performance is a valuable resource for HR professionals, managers, and business leaders looking to improve their understanding and practice of performance management in today’s complex and ever-changing workplace.