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Managers guide to performance reviews /

Bacal, Robert.

Managers guide to performance reviews /

紀錄類型:	書目-語言資料,印刷品 : 單行本
正題名/作者:	Managers guide to performance reviews // Robert Bacal.
作者:	Bacal, Robert.
出版者:	New York :McGraw-Hill, : 2004,
面頁冊數:	xiii, 226 p. ;23 cm.;
標題:	Employees - Rating of. -
電子資源:	http://www.loc.gov/catdir/description/mh041/2003016378.html
ISBN:	0071421734 (pbk. : alk. paper) :

Managers guide to performance reviews /
Bacal, Robert.

Managers guide to performance reviews /Robert Bacal. - New York :McGraw-Hill,2004 - xiii, 226 p. ;23 cm.

Includes bibliographical references (p. 215-217) and index.

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 -- Managers checklist for chapter 1 -- Performance reviews in the scheme of things -- Reviews as just one part of a larger system -- Summing up -- Other linkages -- Managers 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 -- Managers checklist for chapter 3 -- Documenting performance and rating and ranking systems -- So what's the point of documentation? -- Rating systems -- Ranking systems -- Managers 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 -- Managers 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 -- Managers 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 -- Managers 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 -- Managers checklist for chapter 8 -- Essential communication skills -- Communication facts and principles -- Generative skills -- Responding and

ISBN: 0071421734 (pbk. : alk. paper) :新台幣576

LCCN: 2003016378Subjects--Topical Terms:

97076
Employees
--Rating of.

LC Class. No.: HF5549.5.R3 / B283 2004

Dewey Class. No.: 658.3/125

Managers guide to performance reviews /
LDR:03545cam0 22002411 450L 001 61165
003 DLC
005 2005030995250.0
008 09051510s2004 nyu b 001 0 eng
010 $a 2003016378
019 $a 978 2003016783
020 $a 0071421734 (pbk. : alk. paper) : $c 新台幣576
035 $a 1062588
040 $a DLC $c DLC $d DLC
050 0 0 $a HF5549.5.R3 $b B283 2004
082 0 0 $a 658.3/125 $2 22
100 $a Bacal, Robert. $3 97075
245 1 0 $a Managers guide to performance reviews / $c Robert Bacal.
260 $a New York : $c 2004 $b McGraw-Hill,
300 $a xiii, 226 p. ; $c 23 cm.
504 $a Includes bibliographical references (p. 215-217) and index.
505 0 $a 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 -- Managers checklist for chapter 1 -- Performance reviews in the scheme of things -- Reviews as just one part of a larger system -- Summing up -- Other linkages -- Managers 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 -- Managers checklist for chapter 3 -- Documenting performance and rating and ranking systems -- So what's the point of documentation? -- Rating systems -- Ranking systems -- Managers 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 -- Managers 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 -- Managers 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 -- Managers 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 -- Managers checklist for chapter 8 -- Essential communication skills -- Communication facts and principles -- Generative skills -- Responding and
505 $a eliciting skills -- Managers 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 -- Managers checklist for chapter 10 -- Reviews with employees of different stripes -- The underperforming employee -- The performing employee -- The excellent employee -- Managers 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 -- Managers checklist for chapter 12.
650 $a Employees $x Rating of. $3 97076
650 $a Performance standards. $3 97077
650 $a Goal setting in personnel management. $3 97078
856 4 2 $3 Publisher description $u http://www.loc.gov/catdir/description/mh041/2003016378.html
856 4 1 $3 Table of contents $u http://www.loc.gov/catdir/toc/ecip047/2003016378.html