Introducing a groundbreaking new framework that transforms not just the review process - but the entire relationship between coach and employee; this book presents a bottom-up alternative in which the employee takes the lead both during the review process and throughout the entire performance cycle. --

Obeying all of the rules rarely generates breakthrough business performance because it does not generate new approaches. Breaking the rules randomly does not work either. Intelligent disobedience values improved business performance over compliance with the rules, when conditions permit. This is the essence of intelligent disobedience: knowing when and how to break, bend, or invent new rules to get better outcomes. This book promotes enhanced performance...

This is the story of how Agoda, a subsidiary of the Booking Holdings online travel group, made its way to a single "KPI + constraint" model that helps run a good bit of the business. It took some trial and error to get there; the KPIs that were developed and tested along the way promoted both positive and counterproductive behaviors and outcomes. But the business found its guiding principles, implemented them, improved performance, and fostered learning...

Performance Management Systems and Strategies aims to provide extensive theoretical knowledge with practical overtones for students, and application-based knowledge for professionals to successfully implement performance management systems and strategies. With such comprehensive knowledge and practical skills HR students would be able to develop their capabilities as future manager to manage performance in any organization.

New research shows that market leadership is increasingly temporary. Just 17% of companies are able to significantly outperform their industry average for five years. The ones that do continually find new sources of competitive advantage by reinventing their businesses and adapting to evolving market conditions. Their example offers lessons for leadership teams trying to fight the relentless pull to the mean.

A comprehensive guide to excelling in a complex matrix organization Debra was not in a good mood as she entered Johann's office for their third meeting. One of her colleagues had just been promoted and, although the guy who got it was good, she didn't think he was any better than her. Well, except at one thing, he was always playing politics - sucking up to the more senior guys and volunteering to be on any committee going. Debra knew the type - went...