ABSTRACT
One way of driving employee engagement is through the effective use of performance management. The authors define performance management as a continuous process, and engagement as feeling involved, committed, passionate, and empowered while demonstrating those feelings in work behavior. Evidence in support of the performance management—employee engagement relationship is presented from a study conducted at a large, global company. The study shows various elements of performance management as direct and indirect predictors of employee engagement. Managers’ attitudes toward performance management process are reviewed and the importance of feedback as a component of the process is highlighted. The chapter concludes with an overview of the remaining ten chapters of the book.
