Performance-Based Management
What Every Manager Should Do to Get Results
1st Edition
Published on 3. November 2003
Book
Hardback
240 pages
978-0-7879-6036-0 (ISBN)
Description
Everyday first-line managers and supervisors struggle with deficiencies and inequities in their organization, their leadership, and their people. Performance-Based Management recognizes that deficiencies exist and focuses on those things that first-line managers and supervisors can do to be more effective. It helps managers not only understand what people require to be effective in the workplace, it provides them with tools to assess organizational factors, identify barriers to performance, and convene and direct the appropriate resources to improve workplace performance.
Written by Judith Hale-- author of the best-selling Performance Consultant's Fieldbook-- Performance-Based Management comprehensively addresses the role of
* Performance and Management
* Information, Communication, and Performance Support Systems
* Measures and Feedback
* Rewards and Consequences
* Performance Support Tools and Resources
* Internal and External Consultants
* Power and Politics
* Message and Image Management
Written by Judith Hale-- author of the best-selling Performance Consultant's Fieldbook-- Performance-Based Management comprehensively addresses the role of
* Performance and Management
* Information, Communication, and Performance Support Systems
* Measures and Feedback
* Rewards and Consequences
* Performance Support Tools and Resources
* Internal and External Consultants
* Power and Politics
* Message and Image Management
More details
Person
Judith Hale, Ph.D., is president of the consulting firm, Hale Associates. Their services include consultation on alignment, assessment, certification, evaluation, and integration of performance improvement systems, performance management and strategic planning. She is also the author of The Performance Consultant's Fieldbook, Performance-Based Certification, and Performance-Based Evaluation all from Pfeiffer.
Content
List of Figures.
CD-ROM Contents.
Preface.
Introduction.
Chapter 1: How Leaders Set the Direction.
Performance Improvement.
Common Missteps.
Leadership.
Goals, Objectives, and Outcomes.
Messages and Direction.
Consistency.
Off the Cuff.
Tips.
Summary.
Where to Learn More.
Notes.
Chapter 2: How to Provide Direction.
Performance Improvement.
Common Missteps.
Governance.
Endorsement and Legitimacy.
Operational Protocols.
Tools and Techniques.
Tips.
Summary.
Where to Learn More.
Notes.
Chapter 3: How to Set Expectations.
Performance Improvement.
Common Missteps.
What Sets Expectations.
Where to Find Measures.
What to Measure.
Jobs and Measures.
What to Use for Comparison.
Tips.
Summary.
Where to Learn More.
Note.
Chapter 4: How to Identify Behaviors That Lead to Performance.
Performance Improvement.
Common Missteps.
Competencies and Competency Statements.
Using Competencies to Select People.
Tips.
Summary.
Where to Learn More.
Note.
Chapter 5: How to Use Orientations and Training Effectively.
Performance Improvement.
Common Missteps.
Orientation.
Readiness Check.
Training.
Tips.
Summary.
Where to Learn More.
Chapter 6: How to Use Job Aids to Support Performance.
Performance Improvement.
Common Missteps.
Job Aids or Quick Reference Guides.
Standards, Work Rules, and Procedures.
Tips.
Summary.
Where to Learn More.
Notes.
Chapter 7: How to Make Giving Feedback Less Painful.
Performance Improvement.
Common Missteps.
Performance Problems.
Feedback and Coaching.
Why We Give Feedback.
Why Giving Feedback Is Difficult.
System Solutions.
Human Connection.
Performance Appraisals and Feedback.
Tips.
Summary.
Where to Learn More.
Note.
Chapter 8: How to Recognize and Reward People.
Performance Improvement.
Common Missteps.
Leading and Lagging Indicators.
Leading Indicators.
Lagging Indicators.
Recognizing the Unseen and the Unclean.
Peer Recognition.
Compensation.
Meaningful Work.
Aligning Incentives.
Tips.
Summary.
Where to Learn More.
Notes.
Index.
About the Author.
How to Use the CD-ROM.
Pfeiffer Publications Guide.
CD-ROM Contents.
Preface.
Introduction.
Chapter 1: How Leaders Set the Direction.
Performance Improvement.
Common Missteps.
Leadership.
Goals, Objectives, and Outcomes.
Messages and Direction.
Consistency.
Off the Cuff.
Tips.
Summary.
Where to Learn More.
Notes.
Chapter 2: How to Provide Direction.
Performance Improvement.
Common Missteps.
Governance.
Endorsement and Legitimacy.
Operational Protocols.
Tools and Techniques.
Tips.
Summary.
Where to Learn More.
Notes.
Chapter 3: How to Set Expectations.
Performance Improvement.
Common Missteps.
What Sets Expectations.
Where to Find Measures.
What to Measure.
Jobs and Measures.
What to Use for Comparison.
Tips.
Summary.
Where to Learn More.
Note.
Chapter 4: How to Identify Behaviors That Lead to Performance.
Performance Improvement.
Common Missteps.
Competencies and Competency Statements.
Using Competencies to Select People.
Tips.
Summary.
Where to Learn More.
Note.
Chapter 5: How to Use Orientations and Training Effectively.
Performance Improvement.
Common Missteps.
Orientation.
Readiness Check.
Training.
Tips.
Summary.
Where to Learn More.
Chapter 6: How to Use Job Aids to Support Performance.
Performance Improvement.
Common Missteps.
Job Aids or Quick Reference Guides.
Standards, Work Rules, and Procedures.
Tips.
Summary.
Where to Learn More.
Notes.
Chapter 7: How to Make Giving Feedback Less Painful.
Performance Improvement.
Common Missteps.
Performance Problems.
Feedback and Coaching.
Why We Give Feedback.
Why Giving Feedback Is Difficult.
System Solutions.
Human Connection.
Performance Appraisals and Feedback.
Tips.
Summary.
Where to Learn More.
Note.
Chapter 8: How to Recognize and Reward People.
Performance Improvement.
Common Missteps.
Leading and Lagging Indicators.
Leading Indicators.
Lagging Indicators.
Recognizing the Unseen and the Unclean.
Peer Recognition.
Compensation.
Meaningful Work.
Aligning Incentives.
Tips.
Summary.
Where to Learn More.
Notes.
Index.
About the Author.
How to Use the CD-ROM.
Pfeiffer Publications Guide.