Manager's guide to performance reviews
By: Robert Bacal
Series: Briefcase books; Briefcase book
Publisher: McGraw-Hill
Published: 2004
Place of publication: New York
Language: eng
Number of pages: 226
Subjects: Employees -- Rating of; Performance standards; Goal setting in personnel management
Description: 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.
Notes: Includes bibliographical references (p. 215-217) and index
Table of contents: title: A tale of two performance reviews; title: One fails, one succeeds; title: The key questions; title: Should you care?; title: What distinguishes effective reviews from ineffective reviews?; title: Jessica, Mike, and you; title: Manager's checklist for chapter 1; title: Performance reviews in the scheme of things; title: Reviews as just one part of a larger system; title: Summing up; title: Other linkages; title: Manager's checklist for chapter 2; title: Understanding performance, good and bad; title: What do we mean by "performance"?; title: The stuff of performance, good and poor; title: Implications for your performance reviews; title: Manager's checklist for chapter 3; title: Documenting performance and rating and ranking systems; title: So what's the point of documentation?; title: Rating systems; title: Ranking systems; title: Manager's checklist for chapter 4; title: Documenting performance, narrative, critical incident, MBO, 360-degree feedback, and other methods; title: Narrative; title: Critical incident; title: Standards-based or management by objectives; title: 360-degree feedback; title: Use of technological tools; title: Manager's checklist for chapter 5; title: Performance planning, the answer to almost any review problem; title: What is performance planning?; title: By the end of performance planning ...; title: Step-by-step planning process, getting it done; title: Planning meeting steps; title: Manager's checklist for chapter 6; title: Review meetings, step by step; title: Warm up and clarify expectations and roles; title: Describe and review the main job tasks and responsibilities; title: Elicit input from the employee; title: Discuss and negotiate (evaluative component); title: Engage in performance improvement problem-solving; title: Decide on what to record; title: Finish and plan for follow-up; title: Manager's checklist for chapter 7; title: Diagnosing, problem solving, and ongoing communication; title: What is diagnosing performance issues?; title: How do you do it?; title: Problem solving to remove barriers; title: Ongoing communication; title: Manager's checklist for chapter 8; title: Essential communication skills; title: Communication facts and principles; title: Generative skills; title: Responding and eliciting skills; title: Manager's checklist for chapter 9; title: The rewards and punishment dilemma; title: Imagine a perfect world; title: Back to our world; title: The rewards and punishments dilemma; title: The issue of punishment; title: Addressing the dilemma; title: Summing up; title: Manager's checklist for chapter 10; title: Reviews with employees of different stripes; title: The underperforming employee; title: The performing employee; title: The excellent employee; title: Manager's checklist for chapter 11; title: Facing real-world problems; title: Managing disagreements; title: Principles of disagreement management; title: Addressing biases and increasing evaluation accuracy; title: The soft stuff dilemma; title: Getting from bad to better systems; title: A really poor review system; title: Manager's checklist for chapter 12