Performance
Management - Why It Doesn't Work
This short quick read book is about 60 pages and
walks you through the reasons why most
performance appraisal and performance management
systems don't work and can't work. Suggests an
alternate way of carrying out the process.
If you are involved in developing or revising an
employee appraisal system, want to learn how to
make your appraisal system work, or simply want
to know why most performance appraisal systems
fail miserably, this short book will provide
answers to your questions. Explains why most
systems fail, and makes some suggestions about
how to improve them, or build ones that work.
Learn why most performance appraisals are a
waste of time and the solutions to the problem
The Point: There is a need for companies
to look much more closely at their performance
management and appraisal systems, since many are
not only useless, but can actually harm
productivity and the relationships between
employees and managers. Robert Bacal prepared
this short document with a clear purpose: To
stimulate people's thinking about performance
management and to explain in a straight-forward
why where the pitfalls lie, and how to begin
creating systems that work.
About The Author: Robert Bacal is a noted
author, conference speaker, and consultant on
the subjects of performance appraisal,
performance management and employee review.
Performance Management - A Briefcase Book,
published by McGraw-Hill is an excellent example
of his work, in addition to a number of articles
on the subject.
Special Features: We believe that many
subjects can be covered quickly, and realize
that most of us are all working long hours, and
have only limited time and energy left to learn.
That's why this book is short, and absolutely to
the point.
A short concise examination of all the factors
that drive performance management systems into
the ground, along with some suggestions as to
what to do about it. Written by Robert Bacal,
also author of Performance Management - A
Briefcase Book published by McGraw-Hill.
What's Inside - Table of Contents
Forward - Introduction
Chapter 1 - Traditional Performance
Management - The Theory
- Overview
- What Is Performance Management Supposed To
Accomplish?
- What Does Performance Management Assume
- About Organizations & Performance? Is There A
Downside To Performance Management?
Chapter 2 - Performance Management - The
Practice
- Frequency of Planning & Review
- On Executive and Management Performance
Management
- Managers On Appraisal
- Employees On Appraisal
- On Training & Career Development
- On Participation & Goal Setting
- Assessment of Performance Management In
Practice
- Why Does Performance Management Fail?
- Summary
Chapter 3 - The New High Performance
Organization
- Introduction
- The New High Performance Organization
- Conclusion
Chapter 4 - The Effectiveness Enhancement
System
- Introduction
- Establishing Requirements
- What Effectiveness Enhancement Is NOT!
- Summary
- Effectiveness Enhancement System
- Requirements Summary Sheet
Chapter 5 - Enter The Customer - Designing
Your System
- Introduction
- Step 1 - Defining Your Customers
- Step 2 - Defining Your Own Needs As A Customer
- Step 3 - Identifying What Your Supervisors
Need
- Step 4 - Identifying Needs of Employees
- Step 5 - Bringing It All Together
- Step 6 - Consider Other Players
- Step 7 - Do It!
- Summary
Chapter 6 - Innovative Ideas
Introduction
- "Using Your Head" System
- Bi-Directional Enhancement
- Quality Service Guidelines Model
- The Group Appraisal Model
- Epilogue - Some Reflective Comments
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