Managers guide to performance reviews

=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