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Managers guide to performance reviews
Bacal, Robert · New York : McGraw-Hill, 2004
- Publisher
- New York : McGraw-Hill, 2004
- Physical description
- 226 pages
- ISBN
- 0071436464 (electronic bk.)
- Dewey classification
- 658.3125
- Language
- English
Digital copy
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Catalogue record
| Field | Value |
|---|---|
| 001Control number | 18381 |
| 003Control number identifier | CaPaEBR |
| 006Fixed-length data elements – additional material characteristics | m u |
| 008Fixed-length data elements | 030722s2004 nyu sb 001 0 eng |
| 010Library of Congress control number | 2003016378 |
| 020International Standard Book Number (ISBN) |
|
| 035System control number | ebr10051505 |
| 041Language code | eng |
| 050Library of Congress call number | HF5549.5.R3 B283 2004eb |
| 082Dewey Decimal call number | 658.3125 22 |
| 100Main entry – personal name | Bacal, Robert. |
| 245Title statement | Managers guide to performance reviews [electronic resource] / Robert Bacal. |
| 260Publication, distribution, etc. (imprint) | New York : McGraw-Hill, 2004 |
| 300Physical description | xiii, 226 p. ; 23 cm. |
| 504Bibliography, etc. note | Includes bibliographical references (p. 215-217) and index. |
| 505Formatted contents note | A tale of two performance reviews: one fails, one succeeds -- The key questions -- Should you care? -- What distinguishes effective reviews from ineffective reviews? -- Jessica, Mike, and you -- Managers checklist for chapter 1 -- Performance reviews in the scheme of things -- Reviews as just one part of a larger system -- Summing up -- Other linkages -- Managers checklist for chapter 2 -- Understanding performance good and bad -- What do we mean by performance? -- The stuff of performance good and poor -- Implications for your performance reviews -- Managers checklist for chapter 3 -- Documenting performance and rating and ranking systems -- So what's the point of documentation? -- Rating systems -- Ranking systems -- Managers checklist for chapter 4 -- Documenting performance narrative -- Critical incident, mbo, 360-degree feedback and other methods -- Narrative -- Critical incident -- Standards-based or management by objectives -- 360-degree feedback -- Use of technological tools -- Managers checklist for chapter 5 -- Performance planning: the answer to almost any review problem -- What is performance planning? -- By the end of performance planning ... -- Step-by-step planning process: getting it done -- Planning meeting steps -- Managers checklist for chapter 6 -- Review meetings, step by step -- Warm up and clarify expectations and roles -- Describe and review the main job tasks and responsibilities -- Elicit input from the employee -- Discuss and negotiate (evaluative component) -- Engage in performance improvement problem-solving -- Decide on what to record -- Finish and plan for follow-up -- Managers checklist for chapter 7 -- Diagnosing, problem solving, and ongoing communication -- What is diagnosing performance issues? -- How do you do it? -- Problem solving to remove barriers -- Ongoing communication -- Managers checklist for chapter 8 -- Essential communication skills -- Communication facts and principles -- Generative skills -- Responding and eliciting skills -- Managers checklist for chapter 9 -- The rewards and punishment dilemma -- Imagine a perfect world -- Back to our world -- The rewards and punishments dilemma -- The issue of punishment -- Addressing the dilemma -- Summing up -- Managers checklist for chapter 10 -- Reviews with employees of different stripes -- The underperforming employee -- The performing employee -- The excellent employee -- Managers checklist for chapter 11 -- Facing real-world problems -- Managing disagreements -- Principles of disagreement management -- Addressing biases and increasing evaluation accuracy -- The soft stuff dilemma -- Getting from bad to better systems -- A really poor review system -- Managers checklist for chapter 12. |
| 533Reproduction note | Electronic reproduction. Palo Alto, Calif. : ebrary, 2004. Available via World Wide Web. System requirement: ebrary Reader. Digital version of: Managers guide to performance reviews. |
| 650Subject added entry – topical term |
|
| 773Host item entry |
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| 776Additional physical form entry | Bacal, Robert. Managers guide to performance reviews Original 0071421734. |
| 999Collection | Downloads |
=001 18381=003 CaPaEBR=006 m u=008 030722s2004 nyu sb 001 0 eng=010 ##$z2003016378=020 ##$a0071436464 (electronic bk.)=020 ##$z0071421734 (pbk. : alk. paper)=035 ##$aebr10051505=041 0#$aeng=050 14$aHF5549.5.R3 $bB283 2004eb=082 04$a658.3125 $222=092 ##$a658.3125 $bB116 m=092 ##$aebrary=092 ##$anetLibrary=100 1#$aBacal, Robert.=245 10$aManagers guide to performance reviews $h[electronic resource] / $cRobert Bacal.=260 ##$aNew York : $bMcGraw-Hill, $c2004=300 ##$axiii, 226 p. ; $c23 cm.=504 ##$aIncludes bibliographical references (p. 215-217) and index.=505 0\$aA tale of two performance reviews: one fails, one succeeds -- The key questions -- Should you care? -- What distinguishes effective reviews from ineffective reviews? -- Jessica, Mike, and you -- Managers checklist for chapter 1 -- Performance reviews in the scheme of things -- Reviews as just one part of a larger system -- Summing up -- Other linkages -- Managers checklist for chapter 2 -- Understanding performance good and bad -- What do we mean by performance? -- The stuff of performance good and poor -- Implications for your performance reviews -- Managers checklist for chapter 3 -- Documenting performance and rating and ranking systems -- So what's the point of documentation? -- Rating systems -- Ranking systems -- Managers checklist for chapter 4 -- Documenting performance narrative -- Critical incident, mbo, 360-degree feedback and other methods -- Narrative -- Critical incident -- Standards-based or management by objectives -- 360-degree feedback -- Use of technological tools -- Managers checklist for chapter 5 -- Performance planning: the answer to almost any review problem -- What is performance planning? -- By the end of performance planning ... -- Step-by-step planning process: getting it done -- Planning meeting steps -- Managers checklist for chapter 6 -- Review meetings, step by step -- Warm up and clarify expectations and roles -- Describe and review the main job tasks and responsibilities -- Elicit input from the employee -- Discuss and negotiate (evaluative component) -- Engage in performance improvement problem-solving -- Decide on what to record -- Finish and plan for follow-up -- Managers checklist for chapter 7 -- Diagnosing, problem solving, and ongoing communication -- What is diagnosing performance issues? -- How do you do it? -- Problem solving to remove barriers -- Ongoing communication -- Managers checklist for chapter 8 -- Essential communication skills -- Communication facts and principles -- Generative skills -- Responding and eliciting skills -- Managers checklist for chapter 9 -- The rewards and punishment dilemma -- Imagine a perfect world -- Back to our world -- The rewards and punishments dilemma -- The issue of punishment -- Addressing the dilemma -- Summing up -- Managers checklist for chapter 10 -- Reviews with employees of different stripes -- The underperforming employee -- The performing employee -- The excellent employee -- Managers checklist for chapter 11 -- Facing real-world problems -- Managing disagreements -- Principles of disagreement management -- Addressing biases and increasing evaluation accuracy -- The soft stuff dilemma -- Getting from bad to better systems -- A really poor review system -- Managers checklist for chapter 12.=533 ##$aElectronic reproduction. $bPalo Alto, Calif. : $cebrary, $d2004. $nAvailable via World Wide Web. $nSystem requirement: ebrary Reader. $nDigital version of: Managers guide to performance reviews.=599 ##$anetLibrary version: e-Book downloadable to Palm handheld device.=650 #0$aEmployees $xRating of.=650 #0$aGoal setting in personnel management.=650 #0$aPerformance standards.=773 0\$tebrary.=773 0\$tnetLibrary.=776 1#$aBacal, Robert. $tManagers guide to performance reviews $cOriginal $z0071421734.=970 01$tIndex $p219=970 01$tPreface=970 11$l1 $tA Tale of Two Performance Reviews $p1=970 11$l10 $tThe Rewards and Punishment Dilemma $p164=970 11$l11 $tReviews with Employees of Different Stripes $p180=970 11$l12 $tFacing Real-World Problems $p197=970 11$l2 $tPerformance Reviews in the Scheme of Things $p20=970 11$l3 $tUnderstanding Performance - Good and Bad $p38=970 11$l4 $tDocumenting Performance and Rating and Ranking Systems $p51=970 11$l5 $tDocumenting Performance - Narrative, Critical Incident, MBO, 360-Degree Feedback, and Other Methods $p66=970 11$l6 $tPerformance Planning - The Answer to Almost Any Review Problem $p86=970 11$l7 $tReview Meetings, Step by Step $p102=970 11$l8 $tDiagnosing, Problem Solving, and Ongoing Communication $p121=970 11$l9 $tEssential Communication Skills $p139=970 11$lApp $tResources for Performance Reviews $p215=LDR 05157nam a22005774a 4500