Performance Management 2/E

by Bacal, Robert

• ISBN13: 9780071772259
• ISBN10: 0071772251
• Edition: 2nd
• Format: Paperback
• Copyright: 2011-12-12
• Publisher: McGraw Hill

Summary

Proven strategies for maximizing employee commitment and performance As a manager, you know that employee performance is your most important asset-but are you making smart, well-thought-out efforts to leverage it to its fullest? Manager's Guide to Performance Managementhelps you get the most out of your people by focusing on performance planning (instead of appraising), creating a dialog (instead of issuing directives), and solving problems (instead of pointing blame). Learn how to: Work with employees to create goals that are beneficial to everyone Observe, gather data on, and document performance Conduct performance reviews in a cooperative, collaborative way Address thorny situations proactively and professionally Leverage the powerful but often misunderstood process of progressive discipline Briefcase Books, written specificallyfor today's busy manager, feature eye-catching icons, checklists, and sidebars to guide managers step-by-step through everyday workplace situations. Look for these innovative design features to help you navigate through each page: + Clear definitions of key terms and concepts + Tactics and strategies for managing performance + Tips for executing the tactics in the book + Practical advice for minimizing the possibility of error + Warning signs for when things are about to go wrong + Examples of successful performance management + Specific planning procedures, tactics, and hands-on techniques

Table of Contents

Introduction	p. vii
Performance Management: An Overview	p. 1
What's Wrong with This Picture?	p. 1
Is There Hope?	p. 2
Performance Management: What Is It?	p. 3
What Performance Management Isn't	p. 4
What's the Payoff for Using Performance Management?	p. 4
Manager's Checklist for Chapter 1	p. 9
The Challenge of Performance Management	p. 11
Why Do So Many People Try to Avoid Performance Management?	p. 12
Criteria for Performance Management That Works	p. 16
When Performance Management Approaches Don't Work	p. 20
Manager's Checklist for Chapter 2	p. 21
Performance Management as a System	p. 23
What Is a System?	p. 23
The Components of a Performance Management System	p. 24
Where Performance Management Fits into the Big Picture	p. 34
Manager's Checklist for Chapter 3	p. 36
Getting Ready: Preparing to Start the Process	p. 37
Gathering Your Information	p. 37
Preparing and Educating Staff	p. 43
Manager's Checklist for Chapter 4	p. 47
Performance Planning: Setting Targets	p. 49
Some Issues	p. 49
An Overview of the Performance Planning Process	p. 51
The Performance Planning Meeting	p. 52
The Follow-Up	p. 61
An Optional Step: Action Planning	p. 61
Manager's Checklist for Chapter 5	p. 62
Ongoing Performance Communication	p. 63
The Purpose	p. 63
The Outcomes (Communication + Deliverables)	p. 64
Formal Methods	p. 65
Informal Methods	p. 71
People Techniques	p. 72
Communication in Action	p. 73
Manager's Checklist for Chapter 6	p. 74
Data Gathering, Observing, and Documenting	p. 77
Why Do We Gather Data and Observe?	p. 78
What Do We Gather? What Do We Document?	p. 79
Manager's Checklist for Chapter 7	p. 84
Three Approaches to Evaluating Performance	p. 85
The Dilemma of Individual Performance Appraisal	p. 86
Rating Systems	p. 88
Ranking Systems	p. 93
Appraisal by Objectives and Standards	p. 95
Manager's Checklist for Chapter 8	p. 99
The Performance Appraisal Meeting	p. 101
What Makes the Process Work?	p. 102
Preparing and Scheduling	p. 103
The Appraisal Meeting	p. 106
Manager's Checklist for Chapter 9	p. 110
Performance Diagnosis and Improvement The Key to Success	p. 113
Causes of Success and Less-Than-Success	p. 114
The Performance Diagnosis/Improvement Steps	p. 116
The People Process	p. 122
Manager's Checklist for Chapter 10	p. 123
Performance Management and Discipline	p. 125
The Meaning of Discipline	p. 126
Principles of Disciplinary Action	p. 128
The Purpose of Disciplinary Action/Consequences	p. 128
The Progressive Discipline Steps	p. 129
Disciplinary Process in Action	p. 133
Manager's Checklist for Chapter 11	p. 139
If It's So Easy, Why Isn't "It" Getting Done? Answers to Common Objections	p. 141
I'm Too Busy and You Are Asking Me to Do More Work	p. 141
The System We're Forced to Use Is Dreadful It's a Wasteful Paper Chase	p. 144
My Employees Hate the Appraisal Process	p. 145
If I Use a Cooperative Approach, Employees Will Take Advantage and I Will Lose Power	p. 146
Unless I Can Use Performance Appraisal to Reward Employees (Pay for Performance), There's No Point	p. 147
Employees Won't Like Me or Get Angry if I Have to Tell Them They Need to Improve	p. 150
Human Resources Won't Let Me Manage Performance Properly	p. 151
Manager's Checklist for Chapter 12	p. 153
People Process, People Techniques	p. 155
Your People Mindset	p. 156
Essential Interpersonal Skills	p. 157
Manager's Checklist for Chapter 13	p. 166
Human Resources and Performance Management	p. 169
A True Story	p. 169
Departments and Performance Management and Appraisal	p. 172
What Should HR's Role Be in Performance Management?	p. 175
Manager's Checklist for Chapter 14	p. 179
Revamping Performance Management Across the Enterprise	p. 181
First, the Errors	p. 182
Solutions for Revamping the Performance Management System	p. 186
Manager's Checklist for Chapter 15	p. 189
Performance Management in Action	p. 191
The First Step Toward Improving Performance Management	p. 191
Agreeing on Goals and Objectives	p. 194
Planning Performance with Staff	p. 195
Communicating About Progress and Solving Problems	p. 197
Preparing for the Yearly Review	p. 198
Reviewing and Evaluating	p. 198
The Outcomes	p. 199
Closing Comments	p. 200
Manager's Checklist for Chapter 16	p. 200
Epilogue	p. 201
Index	p. 203
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