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9781740096164

Managing Performance, Managing People : Understanding and Improving Team Performance

by ; ;
  • ISBN13:

    9781740096164

  • ISBN10:

    1740096169

  • Format: Paperback
  • Copyright: 2001-01-01
  • Publisher: Longman
  • Purchase Benefits
List Price: $11.95

Summary

Performance management is the most effective and practical way to address human resource and productivity issues!

  • This is a practical, jargon-free guide for all managers and supervisors.
  • Explains how to build individual and team performance by managing better.
  • Identifies key factors to be used in a "performance equation".
Performance is the key. As a manager, it is what you are paid for, getting performance from your team by using all the resources at your disposal. Performance management can be applied in any organization and it is widely acknowledged that performance management is the most effective and practical way to address human resource and productivity issues. This is a practical, jargon free guide for all managers and supervisors which tells how to build individual and team performance by managing better. Managing Performance, Managing People helps managers explain the performance levels of their team and manage the key factors which influence these performance levels. Identifies key performance factors like role clarity, values, preference fit, competence, environment and reward and presents these factors in the form of a unique "performance equation" which simply portrays the interaction of these factors.

Murray Ainsworth is associate professor at RMIT University (Australia) business faculty Neville Smith is a chartered management consultant Anne Millership is a Director and Principal Consultant of ASM Human Resources Consulting Services.

Table of Contents

Preface ix
Introduction - performance and people
1(10)
Performance management
5(3)
Managers and their expectations of performance
8(3)
A performance model
11(16)
Performance at work
13(5)
Values
18(1)
The performance model
19(2)
How can the model be used?
21(3)
An alternative expression of the model
24(3)
Performance management systems - an organisational context
27(16)
Link with corporate strategy
29(2)
Performance management
31(8)
The progressive performance review
39(4)
What's the job? Role clarity
43(18)
Setting objectives
45(2)
What can the manager do?
47(14)
Can I do it? Competency
61(14)
Managers and skills
62(2)
Building competence at work
64(1)
Competency-based training
65(1)
Managers and competencies
66(4)
What can the manager do?
70(5)
What do I do it with? Environment
75(26)
The physical environment
76(2)
The human environment
78(7)
The organsational environment
85(4)
What can the manager do?
89(12)
Is it right? Values
101(20)
Organisational values
102(2)
Values and managing performance
104(3)
A values gap
107(3)
Managing your own values `fit'
110(2)
What can the manager do?
112(5)
Corporate values
117(4)
Will I like it? Preference fit
121(14)
Kable and Hicks' `Decision Preference Analysis'
121(3)
Causes of poor preference fit
124(1)
Person/job conflict
124(5)
Person/person conflict
129(3)
What can the manager do?
132(3)
What's in it for me? Rewards
135(10)
What can the manager do?
140(5)
Managing performance - what to do
145(12)
Finding cause for performance shortfalls
146(3)
Performance appraisal reappraised
149(2)
The performance model and review discussions
151(1)
Corrective and adaptive action and development
152(1)
Managing performance - a warning
153(4)
Managing performance - how to do it
157(16)
Providing feedback
158(6)
Coaching
164(2)
Conducting performance review discussions
166(5)
Practice is one of the keys
171(2)
References and further reading 173(2)
Index 175

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