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The classic bestseller on performance management is updated to reflect changes in today's working environment. When an employer needs to know how to gain maximum performance from employees, renowned behavioral psychologist--Aubrey Daniels is the man to consult. What has made Daniels the man with the answers? His ability to apply scientifically based behavioral stimuli to the workplace while making it fun at the same time.

Now Daniels updates his ground-breaking book with the latest and best motivational methods, perfected at such companies as Xerox, 3M, and Kodak. All-new material shows how to: create effective recognition and rewards systems in line with today's employees want; Stimulate innovations and creativity in new and exciting ways;overcome problems associated with poorly educated workers; motivate young employees from the minute they join the workforce.

Tabla de contenidos provista por Syndetics

• Preface(p. xi)
• Acknowledgments(p. xv)
• Part 1. The Perils of Traditional Management
• 1. Fads, Fantasies, and Fixes(p. 3)
• From "My Own Style" to a Precise Procedure(p. 5)
• Management by Sloshing Around versus Precision Management(p. 6)
• Business Is Behavior(p. 8)
• Behavior Is a Function of Its Consequences(p. 8)
• A Most Practical Approach(p. 9)
• 2. Management by Common Sense Is Not Management At All(p. 10)
• Common Sense versus Scientific Knowledge(p. 11)
• The Popularity of a Management Approach Guarantees Nothing(p. 12)
• If It Ain't Broke, Find Out Why(p. 13)
• 3. Louder, Longer, Meaner(p. 17)
• Surprise! People Don't Do What You Tell Them to Do(p. 18)
• Why Telling Alone Does Not Bring Out the Best in People(p. 18)
• Part 2. The Astonishing Power of Positive Reinforcement
• 4. Behavior Is a Function of Its Consequences(p. 25)
• Every Consequence Every Day(p. 27)
• The More Immediate, the Better(p. 30)
• Everybody's Behavior Makes Sense to Them(p. 32)
• No-Fault Performance: Change--Not Blame(p. 33)
• 5. The ABCs of Performance Management(p. 35)
• A Way of Seeing Things As Others See Them(p. 35)
• Building Trust(p. 40)
• 6. The High Price of Negative Reinforcement(p. 42)
• Positive or Negative Reinforcement: What Difference Does It Make?(p. 44)
• Five Easy Clues That Indicate Negative Reinforcement Is Present(p. 46)
• The Bottom Line on Negative Reinforcement(p. 49)
• 7. Capturing Discretionary Effort through Positive Reinforcement(p. 51)
• What Does Positive Reinforcement Look Like?(p. 52)
• Kinds of Positive Reinforcement(p. 54)
• Grandma's Law(p. 56)
• Sources of Positive Reinforcement(p. 58)
• 8. Decreasing Behavior--Intentionally or Otherwise(p. 61)
• Extinction--Doing Nothing Changes Behavior(p. 62)
• Punishment--Stopping Behavior(p. 65)
• 9. Effective Delivery of Reinforcement(p. 67)
• Common Mistakes in the Delivery of Positive Reinforcement(p. 68)
• 4 to 1 Rule(p. 71)
• Competition for Positive Reinforcement(p. 72)
• Part 3. The Scientific Approach to Leadership
• 10. Pinpoint Precision(p. 79)
• Beware of the Activity Trap: Pinpoint Results First(p. 81)
• If It Doesn't Move, It's a Result(p. 84)
• Precision Pinpointing(p. 85)
• Counts of Behaviors versus Results(p. 86)
• Control of the Pinpoint(p. 87)
• 11. The Effective Use of Measurement(p. 89)
• Myth: What Gets Measured Gets Done(p. 89)
• Overcoming Resistance to Measurement(p. 91)
• How to Measure(p. 91)
• Validating Behavioral Measures(p. 96)
• Measurement Helps You See Small Changes(p. 96)
• 12. Performance Feedback(p. 99)
• Feedback Is an Antecedent(p. 100)
• Feedback in Graphs(p. 101)
• Performer-Controlled Feedback(p. 103)
• Feedback and Reinforcement(p. 104)
• 13. A Model for Problem Solving(p. 106)
• The Model(p. 106)
• Implementing the Model(p. 108)
• Evaluating the Impact of a Performance Management Intervention(p. 108)
• Part 4. Turning Good Intentions into High Performance
• 14. Goal Setting to Shape Behavior(p. 117)
• Understanding the True Nature of Goals(p. 118)
• Shaping: The Fastest Way to Change(p. 122)
• Organizational Goals and Benchmarking(p. 123)
• 15. The Missing Link in Quality(p. 125)
• Fatally Flawed Notions of Quality(p. 126)
• Deming's 14 Points(p. 129)
• Quality through Consequences(p. 130)
• 16. Teams and Empowerment(p. 132)
• Motherhood, Apple Pie, and Teams(p. 132)
• The Team Concept: In Search of a Problem(p. 133)
• Making Teams Work(p. 134)
• Empowerment through Shaping(p. 138)
• 17. Turning Downsizing into Rightsizing(p. 140)
• Tough Times Demand Positive Management(p. 140)
• "Rightsizing" Is the Answer(p. 141)
• Fortune's Six "Rules"(p. 142)
• 18. Compensation and Performance Appraisal(p. 148)
• Compensation As Reward(p. 148)
• Noncontingent Benefits(p. 150)
• Gainsharing(p. 151)
• Performance Appraisal(p. 151)
• Pinpointing Results: The Performance Matrix(p. 155)
• 19. Recognition and Reward(p. 160)
• Employee of the Month(p. 160)
• Contests(p. 163)
• Embarrassment Awards(p. 164)
• Suggestion Systems(p. 165)
• Part 5. REvitalizing the Workplace
• 20. Performance Management: The Executive Function(p. 171)
• The Executive Role in Performance Management(p. 172)
• Herrnstein's Hyperbola(p. 174)
• Executive Behaviors(p. 175)
• 21. Maximizing Learning--The Fluency Model(p. 180)
• Learning by Doing: On-the-Job Training (OJT)(p. 181)
• The Fluency Factor(p. 183)
• The Learning Revolution(p. 187)
• 22. Thank God It's Monday--Celebrating Work(p. 191)
• Making Work Fun(p. 192)
• TGIM(p. 195)
• Epilogue(p. 197)
• Index(p. 205)

Notas de autor provistas por Syndetics

Aubrey C. Daniels, Ph.D., is president of Aubrey Daniels and Associates, Inc., and Precision Learning Systems, Inc. His firms help companies solve problems in quality, productivity, education, and morale. One of the most sought-after speakers and writers in the business management arena, he has instituted his performance management system at hundreds of organizations in the United States, Canada, Mexico, Great Britain, France, Italy, and Brazil, and has worked closely with such noted clients as 3M, Kodak, Rubbermaid, and Honeywell. Dr. Daniels is the founder and publisher of Performance Management Magazine and the author of Performance Management: Improving Quality Productivity Through Positive Reinforcement.