本书是国际上专门论述绩效管理问题的权威著作，原著第1版由中国人民大学出版社率先引进出版，多年来受到国内读者的普遍好评，被国内许多高校选作课程的指定用书。
全书条理清晰，论述简洁，不仅从宏观层面对绩效管理全过程进行了全景画卷式的描述，而且深入探讨了绩效管理更微观、更具体的问题，每处涉及操作的内容都详细列举了需要注意的事项以及可以作为参考的标准和模板。
第4版是最新版，广泛吸收了绩效管理领域的前沿研究成果，增添了新的内容、材料、文献、专栏，阐明了实施绩效管理时所处情境的重要性，强调了人力资源部门在绩效管理中的两个关键角色，解释了组织和工作性质所发生的重要变化以及这些变化对绩效管理体系的设计和实施产生的影响。
本书案例丰富，非常适合国内双语或全英语教学课程使用，也适合人力资源管理从业者学习参考。

赫尔曼·阿吉斯（Herman Aguinis），美国印第安纳大学凯利商学院组织行为与人力资源教授、全球组织效率研究所首任所长。美国心理学会、工业与组织心理学学会会士，美国管理学会研究方法分会会长。主要研究领域为人力资本的获得、开发和使用等，著有《心理学与人力资源管理》《绩效管理》等，在Academy of Management Journal, Academy of Management Review, Applied Psychology Journal等学术期刊发表论文近百篇。

Preface and Introduction
Part Ⅰ STRATEGIC AND GENERAL CONSIDERATIONS
1 Performance Management in Context
1-1 Definition of Performance Management
1-2 Purposes of Performance Management Systems
1-3 The Performance Management Contribution
1-4 When Performance Management Breaks Down: Dangers of Poorly Implemented Systems
1-5 Characteristics of an Ideal Performance Management System
1-6 Integration with Other Human Resources and Development Activities
1-7 The Future is Now: Performance Management and the Nature of Work and Organizations Today
Summary points
Exercise 1-1 Ideal Versus Actual Performance Management System
Exercise 1-2 Distinguishing Performance Management Systems from Performance Appraisal Systems
Case Study 1-1 Performance Management at Network Solutions, Inc.
Case Study 1-2 Performance Management at CRB, Inc.
Endnotes
2 Performance Management Process
2-1 Prerequisites
2-2 Performance Planning
2-3 Performance Execution
2-4 Performance Assessment
2-5 Performance Review
Summary points
Exercise 2-1 Work (Job) Analysis
Exercise 2-2 Performance Review Meeting
Case Study 2-1 Disrupted Links in the Performance Management Process at Omega, Inc.
Case Study 2-2 Performance Management at KS Cleaners
Endnotes
3 Performance Management and Strategic P1anning
3-1 Definition and Purposes of Strategic Planning
3-2 Process of Linking Performance Management to the Strategic Plan
3-3 Strategic Planning Process
3-4 Building Support and Answering the "What's in it for me" Question
Summary points
Exercise 3-1 Linking Individual with Unit and Organizational Priorities
Exercise 3-2 Building Support for a Performance Management System at the Gao, Inc.
Case Study 3-1 Evaluating Vision and Mission Statement at PepsiCo
Case Study 3-2 Linking Performance Management to Strategy at Practer & Gamble
Endnotes
Part Ⅱ SYSTEM INPLEMENTATION
4 Defining Performance and Choosing a Measurement Approach
4-1 Defining Performance: Behaviors and Results
4-2 Determinants of Performance: Abilities and Other Traits, Knowledge and Skills, and Context
4-3 Performance Dimensions
4-4 Approaches to Measuring Performance
Summary points
Exercise 4-1 Do You Have What it Takes? Assessing your Own Extreme Ounership
Exercise 4-2 Role Play: Diagnosing Causes of Poor Performance
Case Study 4-1 Diferentiating Task from Contextual Performance at Pharma Co.Company
Case Study 4-2 Choosing a Performance Measurement Approach at Show Me the Money
Endnotes
5 Measuring Results and Behaviors
5-1 Measuring Results
5-2 Measuring Behaviors
5-3 The Role of Context
Summary points
Exercise 5-1 Measuring Competencies at Miduestern United States Department of Transportation
Exercise 5-2 Creating Behaviorally Anchored Rating Scales (BARS) for Evaluating Business Student Performance in Team Projects
Case Study 5-1 Acountabilities, Objectives, and Standards at Disney
Case Study 5-2 Eoaluating Objectives and Standards at Disney
Endnotes
6 Performance Analytics
6-1 Useful Components of Appraisal Forms
6-2 Desirable Features of Appraisal Forms
6-3 Determining Overall Rating
6-4 Appraisal Period and Number of Formal Meetings
6-5 Performance Touchpoints: Sources of Performance Data
6-6 Understanding Intentional Rating Distortion: A Model of Rater Motivation
Summary points
Exercise 6-1 Choosing a Performance Appraisal Form Vendor
Exercise 6-2 Employee Performance Monitoring at Tumgo: Good or Bad Idea?
Case Study 6-1 Judgmental and Mechanical Methods of Assigning Overall Performance Score at The Daily Planet
Case Study 6-2 Minimizing Distortions in Performance Data at Expert Enginering, Inc.
Endnotes