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Performance Management

Book Description

Organizational success depends on the continuous improvement of staff performance at al levels.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Contents
  5. About This Course
  6. How to Take This Course
  7. Pre-Test
  8. 1 Getting Started with Performance Management
    1. Performance Management Defined
    2. Benefits
    3. Are You Ready for Performance Management?
    4. Making Performance Management Work
      1. Communicate Expectations
      2. Involve Employees in the Process
      3. Use a Systematic Approach
      4. Be Willing to Work Hard
      5. Make a Commitment to Success
    5. Performance Management Model
      1. Step 1: Planning Performance
      2. Step 2: Monitoring Performance
      3. Step 3: Analyzing Performance
      4. Step 4: Improving Performance
      5. Step 5: Maintaining Performance
    6. Recap
    7. Review Questions
  9. 2 Planning Performance: What is Expected?
    1. Providing Direction
      1. Why Is Direction Important?
      2. What Should Be Directed?
      3. How Much Direction Is Required?
    2. Using Job Descriptions
      1. Defining Specific Responsibilities
      2. Format and Content
      3. Using Job Descriptions in a Changing Environment
      4. Limits of Job Descriptions
    3. Linking to Organization Goals
      1. Involve Your Employees
    4. Developing Performance Plans
      1. Set Goals
      2. Follow-Up
      3. Maintain Accountability
      4. Provide Support
    5. Recap
    6. Review Questions
  10. 3 Monitoring Performance: How Are We Doing?
    1. Measuring Performance
      1. Why Performance Measurement Is Important
      2. Establishing Baseline Performance
      3. Comparing Results to Established Goals
      4. Reviewing Business Processes
      5. Using Charts and Graphs
    2. Gathering Performance Data
      1. What Data Should Be Gathered?
      2. How and When Will the Data Be Gathered?
      3. How Will the Data Be Documented?
    3. Observing Employee Performance
      1. Prepare to Observe
      2. Explain Why You Are Observing
      3. Prepare an Observation Checklist
      4. Observe More Than Once
      5. Evaluate the End Result
      6. Recognize the Effect of Your Observation
      7. Remain Neutral During Your Observation
    4. Recap
    5. Review Questions
  11. 4 Analyzing Performance: What Performance Gaps Exist?
    1. Performance Gaps
      1. Is the Employee Doing Anything About the Performance Gap?
      2. Is the Performance Gap Important Enough to Fix?
    2. The Causes of Performance Gaps
      1. Does the Performer Know What Is Expected?
      2. Is the Performer Receiving Feedback About Performance?
      3. Does the Performer Have the Necessary Knowledge and Skill to Perform the Job?
      4. Is the Performer Willing to Do the Required Job?
      5. Is There a Task Interference That Prevents Doing the Job?
      6. Do Consequences Match the Performance?
      7. Does the Performer Have the Capacity to Do the Job?
    3. Potential for Improved Performance
      1. What’s the Cost of Eliminating the Performance Gap?
      2. Benefits of Eliminating Performance Gaps
    4. Recap
    5. Review Questions
  12. 5 Improving Performance: How Can We Make It Better?
    1. System Strategies to Improve Performance
      1. Organization Strategies
      2. Environment Strategies
    2. Using Training and Development to Improve Performance
      1. What Is Training?
      2. Why Do We Train?
      3. Matching Training and Development with Performance Needs
      4. Sources for Training and Development
    3. Using Coaching and Mentoring to Improve Performance
      1. Coaching
      2. Mentoring
      3. Coaching and Mentoring Goals
      4. Performance Improvement Coaching
    4. Using Performance Action Plans to Improve Performance
      1. Developing a Performance Action Plan
      2. Some Practical Considerations
    5. Recap
    6. Review Questions
  13. 6 Maintaining Performance: How Do We Keep Performance On Track?
    1. Using Feedback to Maintain Performance
      1. Feedback Systems
      2. Positive Feedback
      3. Corrective Feedback
    2. Using Performance Appraisal to Maintain Performance
      1. What Makes the Process Work?
      2. What Should the Appraisal Cover?
      3. What Rating System Should Be Used?
      4. What Performance Categories Should Be Used?
      5. How Should the Appraisal Meeting Be Conducted?
    3. Pay for Performance System
      1. Pay and Organization Strategy
      2. Pay as a Reward for Performance
      3. Planning for Pay
    4. Nonmonetary Rewards for Performance
      1. Alignment
      2. Complement Base Pay
      3. Low Cost Nonmonetary Rewards
      4. Unique Approaches to Nonmonetary Rewards
    5. Recap
    6. Review Questions
  14. 7 Implementing Performance Management
    1. Organization Culture and Performance Management
    2. Strategies in a Nonsupportive Organization Culture
      1. Implement a “Local” Performance Management System
      2. Implement Parts of the System
      3. Build Support from Within
    3. Keys to a Successful Performance Management System
      1. Communicate Expectations
      2. Involve Employees in the Process
      3. Use a Systematic Approach
      4. Be Willing to Work Hard
      5. Make a Commitment to Success
    4. Reevaluate Your Readiness for Performance Management
    5. Develop an Implementation Action Plan
    6. Recap
    7. Review Questions
  15. Post-Test
  16. Bibliography
  17. Index
  18. Footnote
    1. ch00_fm06