MANAGEMENT
by Robert Bacal
Table of Contents
Chapter 1. Performance Management: An Overview
What's Wrong with This Picture?
Is There Hope?
Performance Management: What It Is
What Performance Management Is Not
What's the Payoff for Using Performance Management?
Manager's Checklist for Chapter 1
Chapter 2. The Challenge of Performance Management
Chapter 3. Performance Management as a System
What Is a System?
Chapter 4. Getting Ready: Preparing to Start the Process
Chapter 5. Performance Planning
Chapter 6. Ongoing Performance Communication
Chapter 7. Data Gathering, Observing, and Documenting
Chapter 8. Three Approaches to Evaluating Performance
Chapter 9. The Performance Appraisal Meeting
Chapter 10. Performance Diagnosis and Improvement: The Key to Success
Chapter 11. Performance Management Discipline
Chapter 12. Performance Management Variations
Chapter 13. Questions Managers Ask
Chapter 14. A People Process, People Techniques
Chapter 15. Performance Management in Action
Why Do So Many People Try to Avoid Performance Management?
Criteria for a Performance Management Process That Works
When Performance Management Approaches Don't Work
Manager's Checklist for Chapter 2
The Components of a Performance Management System
Where Performance Management Fits into the Big Picture
Manager's Checklist for Chapter 3
Getting Your Information and Data
Preparing and Educating Staff
Manager's Checklist for Chapter 4
Some Issues
An Overview of the Performance Planning Process
The Performance Planning Meeting
The Follow-Up
An Optional Step: Action Planning
Manager's Checklist for Chapter 5
The Purpose
The Outcomes (Communication + Deliverables)
Formal Methods
Informal Methods
People Techniques
Communication in Action
Manager's Checklist for Chapter 6
Why Do We Gather Data and Observe?
What Do We Gather? What Do We Document?
Manager's Checklist for Chapter 7
The Dilemma of Individual Performance Management Appraisal
Rating Systems
Ranking Systems
Appraisal by Objectives and Standards
Manager's Checklist for Chapter 8
What Makes the Process Work?
Preparing and Scheduling
The Appraisal Meeting
Manager's Checklist for Chapter 9
Causes of Success and "Less than Success"
The Performance Diagnosis/Improvement Steps
The People Process
Manager's Checklist for Chapter 10
The Meaning of Discipline
Principles of Disciplinary Action
The Purpose of Disciplinary Action/Consequences
The Progressive Discipline Steps
Disciplinary Process in Action
Manager's Checklist for Chapter 11
360 Feedback/Evaluation Techniques
Bi-directional Evaluation
Effectiveness Enhancement Systems
The "Using Your Head No System System"
Manager's Checklist for Chapter 12
Links to Rewards and Pay for Performance
Performance Management and Staff Empowerment
Working within a Poor System
Do Staff Set Low Standards for Themselves?
Unrealistic Employee Ratings
The "I'm Too Busy to Do It" Excuse
Employee Preparation
Manager's Checklist for Chapter 13
Your People Mindset
Essential Interpersonal Skills
Manager's Checklist for Chapter 14
The First Step toward Improving Performance Management
Agreeing on Goals and Objectives
Planning Performance with Staff
Communicating about Progress and Solving Problems
Preparing for the Yearly Review
Reviewing and Evaluating
The Outcomes
Closing Comments
Manager's Checklist for Chapter 15
About Robert Bacal
Robert Bacal is the head of two companies, Bacal & Associates, a training and consulting firm, and the Institute for Cooperative Communication, a virtual company whoes mission is to teach people how to research and develop instructional materials and to teach people how to communicate in more effective harmonious ways in the workplace and at home. He holds a graduate degree in applie psychology and has been teaching, training, providing consulting services, and writing on workplace issues for 20 years. You can visit his Web site at http://members.xoom.com/perform/main.htm.
