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" Manager's guide to performance reviews "
Robert Bacal.
| Document Type
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BL
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| Record Number
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686883
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| Doc. No
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b509072
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| Main Entry
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Bacal, Robert.
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| Title & Author
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Manager's guide to performance reviews\ Robert Bacal.
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| Publication Statement
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New York :: McGraw-Hill,, c2004.
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| Series Statement
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Briefcase books
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| Page. NO
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xiii, 226 p. :: ill. ;; 23 cm.
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| ISBN
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0071436464
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| Bibliographies/Indexes
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Includes bibliographical references (p. 215-217) and index.
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| Contents
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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 -- Manager's checklist for chapter 1 -- Performance reviews in the scheme of things -- Reviews as just one part of a larger system -- Summing up -- Other linkages -- Manager's 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 -- Manager's checklist for chapter 3 -- Documenting performance and rating and ranking systems -- So what's the point of documentation? -- Rating systems -- Ranking systems -- Manager's 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 -- Manager's 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 -- Manager's 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 -- Manager's 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 -- Manager's checklist for chapter 8 -- Essential communication skills -- Communication facts and principles -- Generative skills -- Responding and eliciting skills -- Manager's 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 -- Manager's checklist for chapter 10 -- Reviews with employees of different stripes -- The underperforming employee -- The performing employee -- The excellent employee -- Manager's 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 -- Manager's checklist for chapter 12.
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| Subject
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Employees-- Rating of.
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Goal setting in personnel management.
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Performance standards.
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