Performance-Based Management: What Every Manager Should Do to Get Results

Overview

Everyday first-line managers and supervisors struggle with deficiencies and inequities in their organization, their leadership, and their people. Performance-Based Management recognizes that deficiencies exist and focuses on those things that first-line managers and supervisors can do to be more effective. It helps managers not only understand what people require to be effective in the workplace, it provides them with tools to assess organizational factors, identify barriers to performance, and convene and direct...

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Overview

Everyday first-line managers and supervisors struggle with deficiencies and inequities in their organization, their leadership, and their people. Performance-Based Management recognizes that deficiencies exist and focuses on those things that first-line managers and supervisors can do to be more effective. It helps managers not only understand what people require to be effective in the workplace, it provides them with tools to assess organizational factors, identify barriers to performance, and convene and direct the appropriate resources to improve workplace performance.

Written by Judith Hale—author of the best-selling Performance Consultant's Fieldbook—Performance-Based Management comprehensively addresses the role of

  • Performance and Management
  • Information, Communication, and Performance Support Systems
  • Measures and Feedback
  • Rewards and Consequences
  • Performance Support Tools and Resources
  • Internal and External Consultants
  • Power and Politics
  • Message and Image Management
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Product Details

  • ISBN-13: 9781118424117
  • Publisher: Wiley
  • Publication date: 5/1/2012
  • Edition number: 1
  • Pages: 240
  • Sales rank: 1,224,710
  • Product dimensions: 7.90 (w) x 9.90 (h) x 0.50 (d)

Meet the Author

Judith Hale, Ph.D., is president of the consulting firm, Hale Associates. Their services include consultation on alignment, assessment, certification, evaluation, and integration of performance improvement systems, performance management and strategic planning. She is also the author of The Performance Consultant's Fieldbook, Performance-Based Certification, and Performance-Based Evaluation all from Pfeiffer.

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Table of Contents

List of Figures ix

CD-ROM Contents xi

Preface xiii

Introduction 1

Chapter 1 How Leaders Set the Direction 9

Performance Improvement 10
Common Missteps 10
Leadership 11
Goals, Objectives, and Outcomes 13
Messages and Direction 21
Consistency 21
Off the Cuff 24
Tips 30
Summary 31
Where to Learn More 32
Notes 32

Chapter 2 How to Provide Direction 35

Performance Improvement 35
Common Missteps 36
Governance 37
Endorsement and Legitimacy 42
Operational Protocols 43
Tools and Techniques 44
Tips 54
Notes 55

Chapter 3 How to Set Expectations 57

Performance Improvement 58
Common Missteps 58
What Sets Expectations 59
Where to Find Measures 63
What to Measure 65
Jobs and Measures 67
What to Use for Comparison 74
Tips 74
Summary 75
Where to Learn More 75
Note 75

Chapter 4 How to Identify Behaviors That Lead to Performance 77

Performance Improvement 77
Common Missteps 78
Competencies and Competency Statements 78
Using Competencies to Select People 83
Tips 86
Summary 86
Where to Learn More 87
Note 87

Chapter 5 How to Use Orientations and Training Effectively 117
Performance Improvement 117
Common Missteps 117

Orientation 118
Readiness Check 119
Training 122
Tips 130
Summary 130
Where to Learn More 130

Chapter 6 How to Use Job Aids to Support Performance 133

Performance Improvement 133
Common Missteps 134
Job Aids or Quick Reference Guides 134
Standards, Work Rules, and Procedures 145
Tips 152
Summary 152
Where to Learn More 152
Notes 152

Chapter 7 How to Make Giving Feedback Less Painful 155

Performance Improvement 155
Common Missteps 156
Performance Problems 156
Feedback and Coaching 157
Why We Give Feedback 158
Why Giving Feedback Is Difficult 159
System Solutions 159
Human Connection 169
Performance Appraisals and Feedback 170
Tips 175
Summary 176
Where to Learn More 176
Note 177

Chapter 8 How to Recognize and Reward People 179

Performance Improvement 180
Common Missteps 181
Leading and Lagging Indicators 181
Leading Indicators 183
Lagging Indicators 187
Recognizing the Unseen and the Unclean 188
Peer Recognition 190
Compensation 192
Meaningful Work 193
Aligning Incentives 193
Tips 197
Summary 198
Where to Learn More 199
Notes 199

Index 201

About the Author 217

How to Use the CD-ROM 219

Pfeiffer Publications Guide 223

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