Performance Management 2/E

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  • Edition: 2nd
  • Format: Paperback
  • Copyright: 2011-12-12
  • Publisher: McGraw-Hill Education
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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

Introductionp. vii
Performance Management: An Overviewp. 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'tp. 4
What's the Payoff for Using Performance Management?p. 4
Manager's Checklist for Chapter 1p. 9
The Challenge of Performance Managementp. 11
Why Do So Many People Try to Avoid Performance Management?p. 12
Criteria for Performance Management That Worksp. 16
When Performance Management Approaches Don't Workp. 20
Manager's Checklist for Chapter 2p. 21
Performance Management as a Systemp. 23
What Is a System?p. 23
The Components of a Performance Management Systemp. 24
Where Performance Management Fits into the Big Picturep. 34
Manager's Checklist for Chapter 3p. 36
Getting Ready: Preparing to Start the Processp. 37
Gathering Your Informationp. 37
Preparing and Educating Staffp. 43
Manager's Checklist for Chapter 4p. 47
Performance Planning: Setting Targetsp. 49
Some Issuesp. 49
An Overview of the Performance Planning Processp. 51
The Performance Planning Meetingp. 52
The Follow-Upp. 61
An Optional Step: Action Planningp. 61
Manager's Checklist for Chapter 5p. 62
Ongoing Performance Communicationp. 63
The Purposep. 63
The Outcomes (Communication + Deliverables)p. 64
Formal Methodsp. 65
Informal Methodsp. 71
People Techniquesp. 72
Communication in Actionp. 73
Manager's Checklist for Chapter 6p. 74
Data Gathering, Observing, and Documentingp. 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 7p. 84
Three Approaches to Evaluating Performancep. 85
The Dilemma of Individual Performance Appraisalp. 86
Rating Systemsp. 88
Ranking Systemsp. 93
Appraisal by Objectives and Standardsp. 95
Manager's Checklist for Chapter 8p. 99
The Performance Appraisal Meetingp. 101
What Makes the Process Work?p. 102
Preparing and Schedulingp. 103
The Appraisal Meetingp. 106
Manager's Checklist for Chapter 9p. 110
Performance Diagnosis and Improvement The Key to Successp. 113
Causes of Success and Less-Than-Successp. 114
The Performance Diagnosis/Improvement Stepsp. 116
The People Processp. 122
Manager's Checklist for Chapter 10p. 123
Performance Management and Disciplinep. 125
The Meaning of Disciplinep. 126
Principles of Disciplinary Actionp. 128
The Purpose of Disciplinary Action/Consequencesp. 128
The Progressive Discipline Stepsp. 129
Disciplinary Process in Actionp. 133
Manager's Checklist for Chapter 11p. 139
If It's So Easy, Why Isn't "It" Getting Done? Answers to Common Objectionsp. 141
I'm Too Busy and You Are Asking Me to Do More Workp. 141
The System We're Forced to Use Is Dreadful It's a Wasteful Paper Chasep. 144
My Employees Hate the Appraisal Processp. 145
If I Use a Cooperative Approach, Employees Will Take Advantage and I Will Lose Powerp. 146
Unless I Can Use Performance Appraisal to Reward Employees (Pay for Performance), There's No Pointp. 147
Employees Won't Like Me or Get Angry if I Have to Tell Them They Need to Improvep. 150
Human Resources Won't Let Me Manage Performance Properlyp. 151
Manager's Checklist for Chapter 12p. 153
People Process, People Techniquesp. 155
Your People Mindsetp. 156
Essential Interpersonal Skillsp. 157
Manager's Checklist for Chapter 13p. 166
Human Resources and Performance Managementp. 169
A True Storyp. 169
Departments and Performance Management and Appraisalp. 172
What Should HR's Role Be in Performance Management?p. 175
Manager's Checklist for Chapter 14p. 179
Revamping Performance Management Across the Enterprisep. 181
First, the Errorsp. 182
Solutions for Revamping the Performance Management Systemp. 186
Manager's Checklist for Chapter 15p. 189
Performance Management in Actionp. 191
The First Step Toward Improving Performance Managementp. 191
Agreeing on Goals and Objectivesp. 194
Planning Performance with Staffp. 195
Communicating About Progress and Solving Problemsp. 197
Preparing for the Yearly Reviewp. 198
Reviewing and Evaluatingp. 198
The Outcomesp. 199
Closing Commentsp. 200
Manager's Checklist for Chapter 16p. 200
Epiloguep. 201
Indexp. 203
Table of Contents provided by Ingram. All Rights Reserved.

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