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| Material Type: | Internet resource |
|---|---|
| Document Type: | Book, Internet Resource |
| All Authors / Contributors: |
Marnie E Green |
| ISBN: | 0131706756 9780131706750 |
| OCLC Number: | 60839286 |
| Notes: | Includes index. |
| Description: | xiv, 162 p. : ill. ; 23 cm. |
| Contents: | Introduction to performance management: How is performance management used on the job? -- Who drives the performance management process? -- Why do supervisors avoid their performance management duties? -- Why is performance management so necessary? -- What are the trends in performance management? -- Navigating the performance management process: What steps should I take to effectively manage employee performance? -- What roles do the supervisor, employee, human resources, and others play? -- What if my organization's performance management cycle is different? -- What's the performance evaluation form got to do with it? -- What's money got to do with it? -- Clarifying performance expectations and setting goals: How can I make my performance expectations clear? -- How can I help the employee better understand my expectations? -- Why does my organization require me to establish written goals with employees? -- What is the best way to establish goals with an employee? -- How can I use the SMAART concept to set clear and measurable goals? -- What kinds of activities make effective performance goals? -- Documenting performance fairly and legally: Why should I keep complete performance documentation? -- What kinds of documentation should I maintain? -- What are the elements of effective documentation? -- What does good documentation look like? -- How can a performance log make documenting easier? -- How do I use a performance log? -- Making performance management a priority: Why should performance management be a priority for me? -- How can I become a more disciplined performance manager? -- How can I foster day-to-day performance discussions with my employees? -- Identifying and addressing performance issues: Are my concerns legitimate performance issues or personal pet peeves? -- How can I tell the difference between behaviors and attitudes? -- What is the best way to prepare for a performance-related discussion? -- How can I make sure that performance-related discussions do not get derailed? -- How can I improve my listening skills? -- Rating performance objectively and legally: Is there one best rating scale for a performance evaluation system? -- How do I explain the rating categories to employees? What should rating definitions look like? -- How can I help employees better understand the differences in each rating category? -- How can I ensure that my ratings are defensible if they are ever challenged? -- Writing the performance evaluation document: What is the source of information to be included in the performance evaluation? -- What about the employee's self-evaluation? -- How can I make sure I write a clear and effective performance evaluation document? -- What do effectively written performance evaluations have in common? -- What are some helpful words to get the process started? -- How can poor performance be described diplomatically? -- What are the dos and don'ts for writing performance evaluation comments? -- What do good performance evaluation comments look like? -- How do I avoid surprising the employee in the performance evaluation document? -- Conducting the evaluation meeting: What are the key rules for conducting an effective performance evaluation meeting? -- What should happen before you and the employee meet? -- How can I ensure that employee knows I'm taking the meeting seriously? -- What kinds of questions should I ask the employee during the performance evaluation discussion? -- What is the best format to follow for the performance evaluation meeting? -- How can you create an environment where the employee will not become defensive? -- What does a painless performance evaluation sound like? -- Encouraging employees to participate in the performance management process: How do I encourage my employees to participate in the management of their own performance? -- How can I encourage employees to keep me informed of their performance progress throughout the rating period? -- How can I encourage employees to write useful and meaningful comments on the performance evaluation document? -- How do I encourage employees to fully participate in the entire performance management process? -- Important Terms -- What did you learn? Answer key and case study responses -- Sample performance management tools: Three-month employee orientation feedback summary -- Orientation period performance evaluation -- Employee performance evaluation -- Performance improvement plan -- Index. |
| Responsibility: | Marnie E. Green. |
| More information: |
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