Descripciones mejoradas de Syndetics:

Proven strategies for maximizing employee commitment and performance

As a manager, you know that employee performance is your most important asset--but are you making smart, well-thought-out efforts to leverage it to its fullest?

Manager's Guide to Performance Management helps you get the most out of your people by focusing on performance planning (instead of appraising), creating a dialog (instead of issuing directives), and solving problems (instead of pointing blame). Learn how to:

Work with employees to create goals that are beneficial to everyone Observe, gather data on, and document performance Conduct performance reviews in a cooperative, collaborative way Address thorny situations proactively and professionally Leverage the powerful but often misunderstood process of "progressive discipline"

Briefcase Books , written specifically for today's busy manager, feature eye-catching icons, checklists, and sidebars to guide managers step-by-step through everyday workplace situations. Look for these innovative design features to help you navigate through each page:

+ Clear definitions of key terms and concepts
+ Tactics and strategies for managing performance
+ Tips for executing the tactics in the book
+ Practical advice for minimizing the possibility of error
+ Warning signs for when things are about to go wrong
+ Examples of successful performance management
+ Specific planning procedures, tactics, and hands-on techniques

Tabla de contenidos provista por Syndetics

• Introduction(p. vii)
• 1 Performance Management: An Overview(p. 1)
• What's Wrong with This Picture?(p. 1)
• Is There Hope?(p. 2)
• Performance Management: What Is It?(p. 3)
• What Performance Management Isn't(p. 4)
• What's the Payoff for Using Performance Management?(p. 4)
• Manager's Checklist for Chapter 1(p. 9)
• 2 The Challenge of Performance Management(p. 11)
• Why Do So Many People Try to Avoid Performance Management?(p. 12)
• Criteria for Performance Management That Works(p. 16)
• When Performance Management Approaches Don't Work(p. 20)
• Manager's Checklist for Chapter 2(p. 21)
• 3 Performance Management as a System(p. 23)
• What Is a System?(p. 23)
• The Components of a Performance Management System(p. 24)
• Where Performance Management Fits into the Big Picture(p. 34)
• Manager's Checklist for Chapter 3(p. 36)
• 4 Getting Ready: Preparing to Start the Process(p. 37)
• Gathering Your Information(p. 37)
• Preparing and Educating Staff(p. 43)
• Manager's Checklist for Chapter 4(p. 47)
• 5 Performance Planning: Setting Targets(p. 49)
• Some Issues(p. 49)
• An Overview of the Performance Planning Process(p. 51)
• The Performance Planning Meeting(p. 52)
• The Follow-Up(p. 61)
• An Optional Step: Action Planning(p. 61)
• Manager's Checklist for Chapter 5(p. 62)
• 6 Ongoing Performance Communication(p. 63)
• The Purpose(p. 63)
• The Outcomes (Communication + Deliverables)(p. 64)
• Formal Methods(p. 65)
• Informal Methods(p. 71)
• People Techniques(p. 72)
• Communication in Action(p. 73)
• Manager's Checklist for Chapter 6(p. 74)
• 7 Data Gathering, Observing, and Documenting(p. 77)
• Why Do We Gather Data and Observe?(p. 78)
• What Do We Gather? What Do We Document?(p. 79)
• Manager's Checklist for Chapter 7(p. 84)
• 8 Three Approaches to Evaluating Performance(p. 85)
• The Dilemma of Individual Performance Appraisal(p. 86)
• Rating Systems(p. 88)
• Ranking Systems(p. 93)
• Appraisal by Objectives and Standards(p. 95)
• Manager's Checklist for Chapter 8(p. 99)
• 9 The Performance Appraisal Meeting(p. 101)
• What Makes the Process Work?(p. 102)
• Preparing and Scheduling(p. 103)
• The Appraisal Meeting(p. 106)
• Manager's Checklist for Chapter 9(p. 110)
• 10 Performance Diagnosis and Improvement The Key to Success(p. 113)
• Causes of Success and Less-Than-Success(p. 114)
• The Performance Diagnosis/Improvement Steps(p. 116)
• The People Process(p. 122)
• Manager's Checklist for Chapter 10(p. 123)
• 11 Performance Management and Discipline(p. 125)
• The Meaning of Discipline(p. 126)
• Principles of Disciplinary Action(p. 128)
• The Purpose of Disciplinary Action/Consequences(p. 128)
• The Progressive Discipline Steps(p. 129)
• Disciplinary Process in Action(p. 133)
• Manager's Checklist for Chapter 11(p. 139)
• 12 If It's So Easy, Why Isn't "It" Getting Done? Answers to Common Objections(p. 141)
• I'm Too Busy and You Are Asking Me to Do More Work(p. 141)
• The System We're Forced to Use Is Dreadful It's a Wasteful Paper Chase(p. 144)
• My Employees Hate the Appraisal Process(p. 145)
• If I Use a Cooperative Approach, Employees Will Take Advantage and I Will Lose Power(p. 146)
• Unless I Can Use Performance Appraisal to Reward Employees (Pay for Performance), There's No Point(p. 147)
• Employees Won't Like Me or Get Angry if I Have to Tell Them They Need to Improve(p. 150)
• Human Resources Won't Let Me Manage Performance Properly(p. 151)
• Manager's Checklist for Chapter 12(p. 153)
• 13 People Process, People Techniques(p. 155)
• Your People Mindset(p. 156)
• Essential Interpersonal Skills(p. 157)
• Manager's Checklist for Chapter 13(p. 166)
• 14 Human Resources and Performance Management(p. 169)
• A True Story(p. 169)
• Departments and Performance Management and Appraisal(p. 172)
• What Should HR's Role Be in Performance Management?(p. 175)
• Manager's Checklist for Chapter 14(p. 179)
• 15 Revamping Performance Management Across the Enterprise(p. 181)
• First, the Errors(p. 182)
• Solutions for Revamping the Performance Management System(p. 186)
• Manager's Checklist for Chapter 15(p. 189)
• 16 Performance Management in Action(p. 191)
• The First Step Toward Improving Performance Management(p. 191)
• Agreeing on Goals and Objectives(p. 194)
• Planning Performance with Staff(p. 195)
• Communicating About Progress and Solving Problems(p. 197)
• Preparing for the Yearly Review(p. 198)
• Reviewing and Evaluating(p. 198)
• The Outcomes(p. 199)
• Closing Comments(p. 200)
• Manager's Checklist for Chapter 16(p. 200)
• Epilogue(p. 201)
• Index(p. 203)