Manager's guide to performance reviews
By Robert Bacal
"Manager's guide to performance reviews" is published by McGraw-Hill in 2004 - New York, it has 226 pages and the language of the book is English.
“Manager's guide to performance reviews” Metadata:
- Title: ➤ Manager's guide to performance reviews
- Author: Robert Bacal
- Language: English
- Number of Pages: 226
- Publisher: McGraw-Hill
- Publish Date: 2004
- Publish Location: New York
“Manager's guide to performance reviews” Subjects and Themes:
- Subjects: ➤ Employees - Goal setting in personnel management - Performance standards - Rating of - Business - Management - Nonfiction - Employees, rating of - Management, study and teaching - BUSINESS & ECONOMICS - Workplace Culture - Human Resources & Personnel Management - Cours de formation - Evaluation du personnel - Evaluation - Business and Management - Prestatiebeoordeling - Rendement au travail - Normes - Personnel - Direction - Fixation des objectifs
Edition Specifications:
- Pagination: xiii, 226 p. :
Edition Identifiers:
- The Open Library ID: OL17103171M - OL1969034W
- Online Computer Library Center (OCLC) ID: 52532564 - 54030353
- Library of Congress Control Number (LCCN): 2003016378
- ISBN-10: 0071421734
- All ISBNs: 0071421734
AI-generated Review of “Manager's guide to performance reviews”:
"Manager's guide to performance reviews" Table Of Contents:
- 1- A tale of two performance reviews
- 2- One fails, one succeeds
- 3- The key questions
- 4- Should you care?
- 5- What distinguishes effective reviews from ineffective reviews?
- 6- Jessica, Mike, and you
- 7- Manager's checklist for chapter 1
- 8- Performance reviews in the scheme of things
- 9- Reviews as just one part of a larger system
- 10- Summing up
- 11- Other linkages
- 12- Manager's checklist for chapter 2
- 13- Understanding performance, good and bad
- 14- What do we mean by "performance"?
- 15- The stuff of performance, good and poor
- 16- Implications for your performance reviews
- 17- Manager's checklist for chapter 3
- 18- Documenting performance and rating and ranking systems
- 19- So what's the point of documentation?
- 20- Rating systems
- 21- Ranking systems
- 22- Manager's checklist for chapter 4
- 23- Documenting performance, narrative, critical incident, MBO, 360-degree feedback, and other methods
- 24- Narrative
- 25- Critical incident
- 26- Standards-based or management by objectives
- 27- 360-degree feedback
- 28- Use of technological tools
- 29- Manager's checklist for chapter 5
- 30- Performance planning, the answer to almost any review problem
- 31- What is performance planning?
- 32- By the end of performance planning ...
- 33- Step-by-step planning process, getting it done
- 34- Planning meeting steps
- 35- Manager's checklist for chapter 6
- 36- Review meetings, step by step
- 37- Warm up and clarify expectations and roles
- 38- Describe and review the main job tasks and responsibilities
- 39- Elicit input from the employee
- 40- Discuss and negotiate (evaluative component)
- 41- Engage in performance improvement problem-solving
- 42- Decide on what to record
- 43- Finish and plan for follow-up
- 44- Manager's checklist for chapter 7
- 45- Diagnosing, problem solving, and ongoing communication
- 46- What is diagnosing performance issues?
- 47- How do you do it?
- 48- Problem solving to remove barriers
- 49- Ongoing communication
- 50- Manager's checklist for chapter 8
- 51- Essential communication skills
- 52- Communication facts and principles
- 53- Generative skills
- 54- Responding and eliciting skills
- 55- Manager's checklist for chapter 9
- 56- The rewards and punishment dilemma
- 57- Imagine a perfect world
- 58- Back to our world
- 59- The rewards and punishments dilemma
- 60- The issue of punishment
- 61- Addressing the dilemma
- 62- Summing up
- 63- Manager's checklist for chapter 10
- 64- Reviews with employees of different stripes
- 65- The underperforming employee
- 66- The performing employee
- 67- The excellent employee
- 68- Manager's checklist for chapter 11
- 69- Facing real-world problems
- 70- Managing disagreements
- 71- Principles of disagreement management
- 72- Addressing biases and increasing evaluation accuracy
- 73- The soft stuff dilemma
- 74- Getting from bad to better systems
- 75- A really poor review system
- 76- Manager's checklist for chapter 12
Snippets and Summary:
I'd like to invite you to take part in a little detective work as we solve the mystery of the tale of two performance reviews.
"Manager's guide to performance reviews" Description:
The Open Library:
Offering a quick read on the basics of performance reviews, this guide features short, informally written chapters, bulleted lists, self-examinations, seven types of sidebars, and chapter-ending checklists of important points.
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