The Performance Management Process An Overview
Get the Results
Survey for Results
Lets Get Behavioral
Behaviors in the Classroom
Practice Makes Perfect
Evaluating the Performance Feedback Session
Evaluating the Evaluators Common Standards and Motivation
The Teams the Thing Feedback By and For the Team
Judge and Coach Contradiction or Complement?
Performance Feedback Hi Tech or Hi Touch?
Dealing with Feedback
Combining Behaviors and Outcomes
The Serious Business of Playing Roles
Put Your Values to Work
Consider the Source and the Domain
Causes of Performance
System Causes Digging Deeper
Person Causes Digging Deeper
Document It Using a Job Anecdote File
Putting the Observation Cube to Work
Making Sense of the Patterns
Who Observes? Who Does Diagnosis?
Common Performance Characteristics
Developing a Common FOR
Common Evaluation Standards Assessing the Extent of the Problem
Profiling for Performance Evaluation
Sickness or Weakness? Causal Attributions and Evaluation
Evaluators Might Need Motivation Too
Focus of Feedback
Timeliness and Frequency
Feedback from Multiple Sources
Avoiding Defensiveness when Providing Feedback I Dont Get Their Dander Up if You Want to Improve Performance
Avoiding Defensiveness when Providing Feedback II Playing Fair
Building Your SelfEfficacy for Delivering Feedback
Evaluator Affect Revisited Lets Manage It
How Do I Like Thee? Lets at Least Be Aware of Our Possible Biases
Building Your SelfEfficacy for Receiving Feedback
Practice Makes Perfect
What Can It All Mean?
Disagreement Lets Get Personal
Categories of Factors
Get with the System
Is It Worth It?
A Question of Fit Matching People and Systems
Moving toward Partnership in Performance Improvement
Pushing the Motivation Levers
Gettin by or Striving to Excel?
Skill Builder Summary
Other editions - View all
Performance Management: Concepts, Skills, and Exercises
Robert L. Cardy,Brian Leonard
Limited preview - 2011
Performance Management: Concepts, Skills and Exercises
Robert Cardy,Brian Leonard
Limited preview - 2014
360-degree feedback ability achieved application section approach assessment attribution theory behavioral and outcome behavioral criteria behavioral incidents bias Cardy causes of performance Chapter common evaluation standards conceptual consider customers defensive determine difficulty dimensions discussed domain duty area effective emotional reactions evaluation and feedback evaluator affect example expectancy levels expectancy model feedback session focus focused formance goal setting identify important improve performance influence issues job analysis judgments lead level of performance mance merit pay motivation observation cube organization outcome criteria pattern perceived perception performance appraisal performance characteristics performance criteria performance evaluation performance levels performance management process performance observations perspective poor performance possible providing feedback providing performance feedback rating scales receiving feedback relevant performance responsibility results-based role self-efficacy self-managed situation Skill Builder Skill Builder 6.3 Slide someone sources Specifically speed of service steps system factors task performance techniques tion valence worker workplace
Page 190 - Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Journal of Personality and Social Psychology, and Psychological Bulletin.
Page 190 - Bob Cardy is a Professor of Management at Arizona State University. He received his doctorate from Virginia Tech in 1982 and has teaching and research interests in human resource management, particularly in the areas of performance appraisal and the design of effective management systems.