The Complete Idiot's Guide to Performance Appraisals

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Penguin, 1 Des 2000 - 314 halaman
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For managers and small business owners, this book is a practical guide to preparing and presenting performance reviews. It discusses the primary types of appraisals, how you can make sure your program is within the law, and provides useful information on how to approach touchy subjects. Small business owners will find instructions on how to set up a program, what training resources are available, and where to find the latest information on state and federal laws.
 

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Love Em or Hate Em Almost Everybody Needs Em
1
Report Cards for the Working Class
3
Measuring Performance
4
In Todays World
5
One for You One for Me
6
The Same By Any Name
7
Sure Signs That You Need Them
9
To Appraise or Not?
11
Reaching Closure
130
Potential Problems and Difficult Situations
133
Emotional Outbursts
134
When Anger Bursts Out
135
The Threat of Aggression
136
Unexpected Violence
139
What to Say When
140
What You Can Do About Substandard Performance
141

The Pluses of Performance Appraisals
12
Can Be Good for Your Employees
13
No Time to Talk
14
The Value of Communication
15
Tell Me What You Think
16
Legal Considerations
17
What Do Performance Appraisals Have to Do with Discrimination?
18
A Tale of Two Perspectives
19
Compensation Issues and Promotional Decisions
20
What Should Be the Bosss Priority?
21
Everybody Needs a Little Feedback
23
People Who Need People
24
When Feedback Can Hurt
25
Timing Is Everything
26
Whats Enough?
27
A Case Study in Communication
28
Timetable for More Formal Appraisals
29
Making a List Checking It Twice
30
You Still Have a Job Dont You?
31
Laughing All the Way to Court
32
Dont Be the Next Bizarre but True Story
33
Whats Your Style?
35
Move Over Aristotle
36
My Values or Yours?
37
If the Style Fits
38
Theory Y
39
Which Should It Be?
40
A Gallery of Styles
41
Status Quo
43
The Team Player
44
Mentor
45
Your Turn to Choose Your Own Management Style
46
Lets Start at the Very Beginning
47
Casting Call Whats My Role?
49
Who Draws the Short Straw?
50
Calling All Managers and Supervisors
51
Hooray for Human Resources
52
Asking for Outside Help
53
Design by Committee
54
Do You Know What Your Employees Are Doing?
55
Determining Who Should Be on Your Design Team
56
Revisiting Your Purpose
57
Communication Counts
58
Raises and Promotions
59
First Things First
61
The Beauty of a WellWritten Job Description
62
Whats in a Job Description?
63
How Can I Tell Whats Essential?
64
Job Descriptions and the ADA
65
Everything You Need to Know You Learned in Grade School
71
Lessons from the Classroom
72
Understanding Cultural Differences
73
Nervous Is Normal
74
This Is Not a Test
75
Dont Make Your System Competitive
76
Drum Roll Please
77
A Memo Doesnt Count as Training
78
The Bottom Line
79
Formal or InformalWhere Do We Go Next?
80
The Casual Approach Can We Talk?
81
Just Start at the Very Beginning
82
A OneonOne Conversation
83
Start with Some Small Talk
84
Remember Those Positives
85
Make This a Motivational Conversation
86
Informal Appraisal Dos and Donts
87
Formalities My Form or Yours?
91
The Advantages of Using the Company Form
92
How to Complete a Formal Performance Appraisal Form
93
When the Form Doesnt Fit
94
Appraise Thyself
95
Different Strokes for Different Folks
96
Avoid Bias Based on Personal Feelings
97
Common Types
98
The Introvert
99
Burned Out
100
Whats My Line What to Say and How to Say It
101
Prepare and Practice
103
Always Be PreparedProfessionally Speaking
104
Allow Enough Time
105
Dont Procrastinate
106
The Five Fatal Mistakes
107
Being Disorganized
108
Being a Rigid Rochelle
109
How About Those Red Sox?
110
Conversational Rather than Adversarial
111
Script or AdLib?
113
Start with Positives
115
Feedback DONTs
116
DONT Do All the Talking
117
The Halo Effect
118
Is It Behavior Personality or Work Skills?
120
Dialogue Is a TwoWay Street
123
Start with a Question
124
Do You Want to Know a Secret?
125
EyetoEye
126
Take a Few Notes
127
Focus on Performance Not Money
128
Tie In Corporate Goals
129
The Negative Employee
142
Aftershocks
145
Follow Up
146
How Often Must I follow Up?
147
Not Ready to Say Goodbye?
148
If the Silence Persists
149
Restoring the Faith
150
Compromising Positions
151
Dont Forget the FollowUp
152
When Its Your Turn to Receive
153
The Importance of Being Prepared
155
Establishing Your Goals
156
Make Sure Your Boss Knows Your Goals
158
Productive Repetition
159
How to Think in Terms of Accomplishments
160
Ask for Help
161
Mental and Physical Preparation
162
Keeping a FacetoFace from Becoming a FaceOff
165
The Donts of Communication
166
Your Manager Is as Nervous as You Are
167
When Conditions Are Less than Perfect
168
Dont Argue
169
Establishing Your Goals for the Future
170
Challenge Yourself
171
When Your Boss Makes Dilbert Look Good
173
Techniques To Diffuse Anger
174
When To Shut Up
176
What To Do Afterward
177
Strategize Your Next Move
178
Legal Recourse
180
Things to Consider Before Filing a Lawsuit
181
When You Feel There Is No Other Choice
182
Building a New Performance Appraisal Plan
183
Every Building Needs a Foundation Building Your Framework
185
Who Are You?
186
Research Your Companys History Regarding Appraisals
187
Design a Custom Format
188
Creating Performance Standards
189
Will It Stand Up in Court?
191
Improvement Plans
192
Open House Sharing the Plan
195
Employee BuyIn
196
Everyone Gets Evaluated
197
Confidentiality
199
Shhh
200
Those Compulsive Sharers
201
Once a Year Is Not Enough
202
Dont Keep Secrets Until Appraisal Time
203
Tinkering and Remodeling Improving the Plan
205
SelfEvaluation
206
Customer Feedback
208
Consistency
210
Who Does It?
211
Communication
212
When the Problem Is Management
213
Keeping It All On Track Performance Management
215
Design in a Nutshell
216
Encouraging Collaboration
219
Advantages and Benefits
220
The Right Stuff to Make it Work
222
Which Companies Are Right for Performance Management?
223
When the Tuning Is Wrong
224
To Change a Bad Situation
225
Measurement Matters Types of Appraisals
227
Check Please Fill in the Blanks
229
When These Appraisals Are a Good Idea
234
Rating the Ratings
235
Fewer Choices Fewer Arguments?
236
How Brief Do You Want to Get?
238
Appraisals Everyone Loves to Hate
239
Toeing the Regulatory Line
240
Quantitative MeasurementWhat Is It?
242
If Theres a Harder Way of Doing Something
245
Balance Is a Happy Medium
247
What Will Work For You
248
The Secret to Completing a Performance Appraisal Quickly and Accurately
250
Another Balanced Approach
251
Mutually Established Goals
255
The Delivery Matters Most
257
Could You Put That In Writing?
259
The Casual Approach
260
Dressing Up
261
Does Style Matter?
262
When the Narrative Format Works Best
263
When the Narrative Format Is a Bad Idea
264
A Word of Caution
265
PeertoPeer and 360Degree Feedback
267
360Degree Evaluation
268
How Useful Are PeertoPeer and 360Degree Evaluations?
272
Trust Is the Key
273
Are You Ready?
274
More Thoughts on 360Degree Feedback
276
Glossary
279
Sample Forms
283
How to Say It Sample LeadIns
293
Resources
297
Index
299
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Tentang pengarang (2000)

Margrave is a human-resources and organizational-development consultant based in Northern California.

Gorden is an Oakland-based consultant and psychotherapist specializing in employee-assistance programs, organizaitonal development, and conflict resolution.

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