The Resource Manager's guide to performance reviews, Robert Bacal

Manager's guide to performance reviews, Robert Bacal

Label
Manager's guide to performance reviews
Title
Manager's guide to performance reviews
Statement of responsibility
Robert Bacal
Creator
Subject
Language
eng
Member of
Cataloging source
DLC
http://library.link/vocab/creatorName
Bacal, Robert
Dewey number
658.3/125
Illustrations
illustrations
Index
index present
LC call number
HF5549.5.R3
LC item number
B283 2004
Literary form
non fiction
Nature of contents
bibliography
Series statement
Briefcase books
http://library.link/vocab/subjectName
  • Employees
  • Performance standards
  • Goal setting in personnel management
Label
Manager's guide to performance reviews, Robert Bacal
Link
http://www.loc.gov/catdir/description/mh041/2003016378.html
Instantiates
Publication
Bibliography note
Includes bibliographical references (p. 215-217) and index
Contents
A tale of two performance reviews: one fails, one succeeds -- The key questions -- Should you care? -- What distinguishes effective reviews from ineffective reviews? -- Jessica, Mike, and you -- Managers checklist for chapter 1 -- Performance reviews in the scheme of things -- Reviews as just one part of a larger system -- Summing up -- Other linkages -- Managers checklist for chapter 2 -- Understanding performance good and bad -- What do we mean by performance? -- The stuff of performance good and poor -- Implications for your performance reviews -- Managers checklist for chapter 3 -- Documenting performance and rating and ranking systems -- So what's the point of documentation? -- Rating systems -- Ranking systems -- Managers checklist for chapter 4 -- Documenting performance narrative -- Critical incident, mbo, 360-degree feedback and other methods -- Narrative -- Critical incident -- Standards-based or management by objectives -- 360-degree feedback -- Use of technological tools -- Managers checklist for chapter 5 -- Performance planning: the answer to almost any review problem -- What is performance planning? -- By the end of performance planning ... -- Step-by-step planning process: getting it done -- Planning meeting steps -- Managers checklist for chapter 6 -- Review meetings, step by step -- Warm up and clarify expectations and roles -- Describe and review the main job tasks and responsibilities -- Elicit input from the employee -- Discuss and negotiate (evaluative component) -- Engage in performance improvement problem-solving -- Decide on what to record -- Finish and plan for follow-up -- Managers checklist for chapter 7 -- Diagnosing, problem solving, and ongoing communication -- What is diagnosing performance issues? -- How do you do it? -- Problem solving to remove barriers -- Ongoing communication -- Managers checklist for chapter 8 -- Essential communication skills -- Communication facts and principles -- Generative skills -- Responding and eliciting skills -- Managers checklist for chapter 9 -- The rewards and punishment dilemma -- Imagine a perfect world -- Back to our world -- The rewards and punishments dilemma -- The issue of punishment -- Addressing the dilemma -- Summing up -- Managers checklist for chapter 10 -- Reviews with employees of different stripes -- The underperforming employee -- The performing employee -- The excellent employee -- Managers checklist for chapter 11 -- Facing real-world problems -- Managing disagreements -- Principles of disagreement management -- Addressing biases and increasing evaluation accuracy -- The soft stuff dilemma -- Getting from bad to better systems -- A really poor review system -- Managers checklist for chapter 12
Dimensions
23 cm.
Extent
xiii, 226 p.
Isbn
9780071421737
Isbn Type
(pbk. : alk. paper)
Lccn
2003016378
Other physical details
ill.
System control number
ocm52532564
Label
Manager's guide to performance reviews, Robert Bacal
Link
http://www.loc.gov/catdir/description/mh041/2003016378.html
Publication
Bibliography note
Includes bibliographical references (p. 215-217) and index
Contents
A tale of two performance reviews: one fails, one succeeds -- The key questions -- Should you care? -- What distinguishes effective reviews from ineffective reviews? -- Jessica, Mike, and you -- Managers checklist for chapter 1 -- Performance reviews in the scheme of things -- Reviews as just one part of a larger system -- Summing up -- Other linkages -- Managers checklist for chapter 2 -- Understanding performance good and bad -- What do we mean by performance? -- The stuff of performance good and poor -- Implications for your performance reviews -- Managers checklist for chapter 3 -- Documenting performance and rating and ranking systems -- So what's the point of documentation? -- Rating systems -- Ranking systems -- Managers checklist for chapter 4 -- Documenting performance narrative -- Critical incident, mbo, 360-degree feedback and other methods -- Narrative -- Critical incident -- Standards-based or management by objectives -- 360-degree feedback -- Use of technological tools -- Managers checklist for chapter 5 -- Performance planning: the answer to almost any review problem -- What is performance planning? -- By the end of performance planning ... -- Step-by-step planning process: getting it done -- Planning meeting steps -- Managers checklist for chapter 6 -- Review meetings, step by step -- Warm up and clarify expectations and roles -- Describe and review the main job tasks and responsibilities -- Elicit input from the employee -- Discuss and negotiate (evaluative component) -- Engage in performance improvement problem-solving -- Decide on what to record -- Finish and plan for follow-up -- Managers checklist for chapter 7 -- Diagnosing, problem solving, and ongoing communication -- What is diagnosing performance issues? -- How do you do it? -- Problem solving to remove barriers -- Ongoing communication -- Managers checklist for chapter 8 -- Essential communication skills -- Communication facts and principles -- Generative skills -- Responding and eliciting skills -- Managers checklist for chapter 9 -- The rewards and punishment dilemma -- Imagine a perfect world -- Back to our world -- The rewards and punishments dilemma -- The issue of punishment -- Addressing the dilemma -- Summing up -- Managers checklist for chapter 10 -- Reviews with employees of different stripes -- The underperforming employee -- The performing employee -- The excellent employee -- Managers checklist for chapter 11 -- Facing real-world problems -- Managing disagreements -- Principles of disagreement management -- Addressing biases and increasing evaluation accuracy -- The soft stuff dilemma -- Getting from bad to better systems -- A really poor review system -- Managers checklist for chapter 12
Dimensions
23 cm.
Extent
xiii, 226 p.
Isbn
9780071421737
Isbn Type
(pbk. : alk. paper)
Lccn
2003016378
Other physical details
ill.
System control number
ocm52532564

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