The Manager's Guide to Performance Reviews

by Bacal, Robert

• ISBN13: 9780071421737
• ISBN10: 0071421734
• Edition: 1st
• Format: Paperback
• Copyright: 2003-09-10
• Publisher: McGraw-Hill Education

Summary

Translated into 16 languages! The reader-friendly, icon-rich Briefcase Books series is must reading for all managers at every level.All managers, whether brand new to their positions or well-established in the organizational hierarchy, can use a little "brushing up" now and then. The skills-based Briefcase Books series is filled with ideas and strategies to help managers become more capable, efficient, effective, and valuable to their organizations.For both managers and employees, performance reviews are too often viewed as negative and disciplinary.The Manager's Guide to Performance Reviewshelps managers instead make reviews both positive and proactive. It provides a step-by-step process for administering an effective performance review, one that will meet the organization's needs for employee appraisal while giving employees an honest sense of how they are performing and where they could improve. Also examined are various approaches to performance reviews, different forms and techniques, and more.

Author Biography

Robert Bacal heads Bacal & Associates, a training and consulting firm, and the Institute for Cooperative Communication, a virtual company that researches and develops instructional materials to teach people how to communicate more effectively.

Table of Contents

Preface	p. ix
A Tale of Two Performance Reviews	p. 1
One Fails, One Succeeds	p. 1
The Key Questions	p. 4
Should You Care?	p. 5
What Distinguishes Effective Reviews from Ineffective Reviews?	p. 7
Jessica, Mike, and You	p. 17
Manager's Checklist for Chapter 1	p. 18
Performance Reviews in the Scheme of Things	p. 20
Reviews as Just One Part of a Larger System	p. 21
Summing Up	p. 33
Other Linkages	p. 33
Manager's Checklist for Chapter 2	p. 37
Understanding Performance--Good and Bad	p. 38
What Do We Mean by "Performance"?	p. 39
The Stuff of Performance--Good and Poor	p. 42
Implications for Your Performance Reviews	p. 47
Manager's Checklist for Chapter 3	p. 50
Documenting Performance and Rating and Ranking Systems	p. 51
So What's the Point of Documentation?	p. 53
Rating Systems	p. 56
Ranking Systems	p. 61
Manager's Checklist for Chapter 4	p. 65
Documenting Performance--Narrative, Critical Incident, MBO, 360-Degree Feedback, and Other Methods	p. 66
Narrative	p. 66
Critical Incident	p. 71
Standards-Based or Management by Objectives	p. 73
360-Degree Feedback	p. 77
Use of Technological Tools	p. 82
Manager's Checklist for Chapter 5	p. 85
Performance Planning--The Answer to Almost Any Review Problem	p. 86
What Is Performance Planning?	p. 87
By the End of Performance Planning ...	p. 92
Step-by-Step Planning Process--Getting It Done	p. 94
Planning Meeting Steps	p. 96
Manager's Checklist for Chapter 6	p. 100
Review Meetings, Step by Step	p. 102
Warm Up and Clarify Expectations and Roles	p. 104
Describe and Review the Main Job Tasks and Responsibilities	p. 108
Elicit Input from the Employee	p. 109
Discuss and Negotiate (Evaluative Component)	p. 111
Engage in Performance Improvement Problem-Solving	p. 113
Decide on What to Record	p. 114
Finish and Plan for Follow-Up	p. 115
Manager's Checklist for Chapter 7	p. 119
Diagnosing, Problem Solving, and Ongoing Communication	p. 121
What Is Diagnosing Performance Issues?	p. 122
How Do You Do It?	p. 125
Problem Solving to Remove Barriers	p. 129
Ongoing Communication	p. 133
Manager's Checklist for Chapter 8	p. 138
Essential Communication Skills	p. 139
Communication Facts and Principles	p. 141
Generative Skills	p. 142
Responding and Eliciting Skills	p. 153
Manager's Checklist for Chapter 9	p. 162
The Rewards and Punishment Dilemma	p. 164
Imagine a Perfect World	p. 164
Back to Our World	p. 166
The Rewards and Punishments Dilemma	p. 167
The Issue of Punishment	p. 168
Addressing the Dilemma	p. 173
Summing Up	p. 178
Manager's Checklist for Chapter 10	p. 178
Reviews with Employees of Different Stripes	p. 180
The Underperforming Employee	p. 181
The Performing Employee	p. 193
The Excellent Employee	p. 194
Manager's Checklist for Chapter 11	p. 196
Facing Real-World Problems	p. 197
Managing Disagreements	p. 198
Principles of Disagreement Management	p. 199
Addressing Biases and Increasing Evaluation Accuracy	p. 203
The Soft Stuff Dilemma	p. 207
Getting from Bad to Better Systems	p. 209
A Really Poor Review System	p. 211
Manager's Checklist for Chapter 12	p. 213
Resources for Performance Reviews	p. 215
Index	p. 219
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