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Performance Management - A Briefcase Book Full Table of Contents
Below is the full table of contents from Performance Management - A Briefcase Book published by McGraw-Hill, and authored by Robert Bacal. For more information on this book, please click here
4.
Getting
Ready: Preparing to Start the Process 41
Getting
Your Information and Data 41
Preparing
and Educating Staff 48
Manager's
Checklist for Chapter 4 52
5.
Performance
Planning 53
Some
Issues 54
An
Overview of the Performance Planning Process 55
The
Performance Planning Meeting 57
The
Follow-Up 67
An
Optional Step: Action Planning 68
Manager's
Checklist for Chapter 5 68
6.
Ongoing
Performance Communication 69
The
Purpose 69
The
Outcomes (Communication + Deliverables) 71
Formal
Methods 72
Informal
Methods 79
People
Techniques 80
Communication
in Action 80
Manager's
Checklist for Chapter 6 82
7.
Data
Gathering, Observing, and Documenting 83
Why
Do We Gather Data and Observe? 84
What
Do We Gather? What Do We Document? 85
Manager's
Checklist for Chapter 7 91
8.
Three
Approaches to
Evaluating Performance 92
The
Dilemma of Individual Performance Appraisal
93
Rating
Systems 95
Ranking
Systems 96
Appraisal
by Objectives and Standards 105
Manager's
Checklist for Chapter 8 108
9.
The Performance Appraisal Meeting 109
What
Makes the Process Work? 110
Preparing
and Scheduling 112
The
Appraisal Meeting 114
Manager's
Checklist for Chapter 9 120
10.
Performance Diagnosis and Improvement: The
Key to
Success 121
Causes
of Success and "Less than Success" 122
The
Performance Diagnosis/Improvement Steps 125
The
People Process 131
Manager's
Checklist for Chapter 10 132
11.
Performance Management and Discipline 133
The
Meaning of Discipline 134
Principles
of Disciplinary Action 136
The
Purpose of Disciplinary Action/Consequences 137
The
Progressive Discipline Steps 137
Disciplinary
Process in Action 142
Manager's
Checklist for Chapter 11 148
12.
Performance Management
Variations 149
360-Degree
Feedback/Evaluation Techniques 149
Bidirectional
Evaluation 153
Effectiveness
Enhancement Systems 155
The
"Using Your Head No System System" 159
Manager's
Checklist for Chapter 12 161
13.
Questions Managers Ask 162
Links
to Rewards and Pay for Performance 163
Performance
Management and Staff Empowerment 166
Working
within a Poor System 167
Do
Staff Set Low Standards for Themselves? 168
Unrealistic
Employee Ratings 169
The
"I'm Too Busy to Do It" Excuse 170
Employee
Preparation 171
Manager's
Checklist for Chapter 13 174
14.
A People
Process, People Techniques 175
Your
People Mind-set 176
Essential
Interpersonal Skills 177
Manager's
Checklist for Chapter 14 188
15.
Performance Management in Action 189
The
First Step toward Improving Performance
Management 189
Agreeing
on Goals and Objectives 193
Planning
Performance with Staff 194
Communicating
about Progress and Solving Problems 196
Preparing
for the Yearly Review 196
Reviewing
and Evaluating 197
The
Outcomes 198
Closing
Comments 199
Manager's
Checklist for Chapter 15 199
Index
201
For more information on this book, please click here