Performance Management: Concepts, Skills, and Exercises

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M.E. Sharpe, 2011 - Employees
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Contents

The Performance Management Process An Overview
3
Performance
7
Job Analysis
8
Criteria
10
Get the Results
17
Survey for Results
18
Lets Get Behavioral
19
Behaviors in the Classroom
28
Practice Makes Perfect
82
Evaluating the Performance Feedback Session
84
Evaluating the Evaluators Common Standards and Motivation
88
The Teams the Thing Feedback By and For the Team
90
Judge and Coach Contradiction or Complement?
91
Performance Feedback Hi Tech or Hi Touch?
92
Dealing with Feedback
93
Delivering Feedback
94

Combining Behaviors and Outcomes
29
The Serious Business of Playing Roles
30
Put Your Values to Work
32
Consider the Source and the Domain
34
Diagnosis
37
Observation
39
Causes of Performance
43
System Causes Digging Deeper
48
Person Causes Digging Deeper
50
Document It Using a Job Anecdote File
53
Putting the Observation Cube to Work
54
Making Sense of the Patterns
55
Who Observes? Who Does Diagnosis?
56
Evaluation
57
Common Performance Characteristics
60
Common Standards
63
Developing a Common FOR
68
Common Evaluation Standards Assessing the Extent of the Problem
69
Evaluating Outcomes
70
Profiling for Performance Evaluation
71
Sickness or Weakness? Causal Attributions and Evaluation
72
Evaluators Might Need Motivation Too
73
Feedback
75
Focus of Feedback
77
Timeliness and Frequency
80
Receiving Feedback
99
Feedback from Multiple Sources
105
Avoiding Defensiveness when Providing Feedback I Dont Get Their Dander Up if You Want to Improve Performance
108
Avoiding Defensiveness when Providing Feedback II Playing Fair
110
Building Your SelfEfficacy for Delivering Feedback
111
Evaluator Affect Revisited Lets Manage It
114
How Do I Like Thee? Lets at Least Be Aware of Our Possible Biases
115
Building Your SelfEfficacy for Receiving Feedback
116
Practice Makes Perfect
117
What Can It All Mean?
118
Disagreement Lets Get Personal
119
Improving Performance
121
Categories of Factors
124
Get with the System
140
Is It Worth It?
142
A Question of Fit Matching People and Systems
143
Moving toward Partnership in Performance Improvement
144
Pushing the Motivation Levers
145
Gettin by or Striving to Excel?
146
Final Thoughts
147
Skill Builder Summary
149
ClassroomWorkshop Outlines
157
REFERENCES
189
INDEX
191
Copyright

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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.

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