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Aligning performance : improving people, systems, and organizations

Author: Danny G Langdon
Publisher: San Francisco, Calif. : Jossey-Bass, Pfeiffer, ©2000.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:

This volume offers an up-to-date definition of performance, giving human resources practitioners the tools they need to augment workplace performance.

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Additional Physical Format: Print version:
Langdon, Danny G.
Aligning performance.
San Francisco, Calif. : Jossey-Bass, Pfeiffer, ©2000
(DLC) 99006755
(OCoLC)41924708
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Danny G Langdon
OCLC Number: 752873576
Reproduction Notes: Electronic reproduction. [S.l.] : HathiTrust Digital Library, 2011. MiAaHDL
Description: 1 online resource (xix, 284 pages) : illustrations
Details: Master and use copy. Digital master created according to Benchmark for Faithful Digital Reproductions of Monographs and Serials, Version 1. Digital Library Federation, December 2002.
Contents: Focusing on What the Business Needs to Align --
The Dimension of Performance in the Business Sphere --
A 6:4:4 Model for Alignment --
The Business Sphere: Where to Apply Performance --
Details of the Business Sphere --
The Four Levels of the Business Sphere and the Proforma --
The Business Sphere: Two Orders, Two Uses --
Achieving Performance Alignment: The Ultimate View of Work --
The Work Behavior of the Business Unit: the What of Business --
Defining and Measuring the Business Unit --
Business Unit Analysis: Using a Work Map --
Improving the Business Unit: What Not to Do! --
Improving What the Business Is Doing: As-Is Performance Analysis --
To-Be Performance Analysis --
The Work Behavior of Core Processes: The How of Business --
Three Types of Core Processes --
As-Is Process Performance Analysis --
Measuring and Improving Core Processes --
Making Core Processes Systematic --
To-Be Process Performance Analysis --
Knowledge Processes --
The Work Behavior of Individuals: Work by Whom? --
Learning to Use the Proforma on the Individual Level --
Defining Jobs to Core Processes --
The Job Model as a Job Description --
Measuring As-Is Jobs for Improvement --
Creating To-Be Jobs --
The Work Behavior of Work Groups: The Organization of Work --
Work Groups: It Depends on What the Need Is --
As-Is Work Group Performance Analysis --
Measuring Work Groups --
Measuring Relationships Within and Between Work Groups --
Deciding What the Work Groups Will Be --
Closing the Loop: Changing the Business Unit Process Element.
Responsibility: Danny G. Langdon.
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