Performance Management Getting Result From Your Performance Planning and Appraisal System (334 pages)
Chapter 1 Essentials of Managing Performance
What Is Performance Management?
Goals of a Performance-Management Program
Managing the Project To Install a Performance-Management Program
Master Project Planner
Strategic Planning
Chapter 2 Where Individual Performance Management Begins
Defining the Organization's Purpose
Strategic Planning
Chapter 3 Identifying Expected Job Performance
Methods of Job Analysis
Strategic Planning
Chapter 4 Writing Results-Oriented Job Descriptions
The Job Description Defined
Who Should Write and Approve Job Descriptions?
Writing in a Results-Oriented Style
Strategic Planning
Chapter 5 Stating Performance Criteria in Four Dimensions
Reasons for a Four-Dimensional Performance-Criteria Profile
Writing Instructions for the Four-Dimensional Performance-Criteria Profile
The Performance-Management-Conference Form
Strategic Planning
Chapter 6 Interpreting Performance Standards
Developing Consensus Among Managers on the Meaning of Performance Standards
Applying Performance Standards Consistently
Strategic Planning
Chapter 7 Preparing for and Conducting Performance-Management Conferences
Preparing for the Conference
Conducting the Conversation
Training Communicators
Strategic Planning
Chapter 8 Getting Performance Up to Standard
Identifying Employee Training and Development Needs
Guidelines for the Performance-Improvement Conference Strategic Planning
Chapter 9 Rewarding and Recognizing Performance
Performance and Pay
Planning the Pay-Increase Budget
Performance-Incentive Rewards
Recognizing Performance
Strategic Planning
Chapter 10 Installing the Program
Committing to Performance Management
Communication Plans and Programs
Policies and Procedures
Protecting Your Investment in the Program
Strategic Planning
Chapter 11 Adhering to Legal Guidelines
Employers' and Employees' Rights
Strategic Planning
