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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


 

 

Contents

 

1.

Preface

Performance Management: An Overview

ix

1

 

What's Wrong with This Picture?

1

 

Is There Hope?

2

 

Performance Management: What Is It?

3

 

What Performance Management Isn't

4

 

What's the Payoff for Using Performance Management?

5

 

Manager's Checklist for Chapter 1

10

2.

The Challenge of Performance Management

11

 

Why Do So Many People Try to Avoid

Performance Management?

12

 

Criteria for Performance Management That Works

17

 

When Performance Management Approaches

Don't Work

22

 

Manager's Checklist for Chapter 2

24

3.

Performance Management as a System

25

 

What Is a System?

26

 

The Components of a Performance

Management System

26

 

Where Performance Management Fits

into the Big Picture

38

 

Manager's Checklist for Chapter 3

40

 

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

 


About Company

Bacal & Associates was founded in 1992 by consultant and book author, Robert Bacal. Robert's books on performance management and reviews have been published by McGraw-Hill. He is available for consultation, training and keynote speaking on performance and management at work.

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We Believe

  • Performance management and appraisal MUST be a partnership between manager and employee where BOTH benefit.
  • Performance management can be the lever for improved employee engagement.
  • The review process is the LEAST important part of performance management
  • If managers aren't managing employee performance, why are they there?

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