|
In this fast read book/white paper, performance management consultant and author Robert Bacal explains why most performance management and appraisal schemes fail to help the employee, the manager and the company, and suggests some changes to improve the return on investment for performance management.
 |
 |
 |
 |
|
 |
Performance Management - Why Doesn't It Work
Available in E-version instant delivery version and in traditional book
format sent in regular post |
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.
This book is
available in printed format, and in electronic format. If you purchase the
electronic version, you save on shipping and pricing, and, more importantly, you
will receive your copy within a few hours. This is particularly important if you
are in a hurry, or live in far flung parts of the world. No waiting..
Paper version:
ISBN 096837221X.
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 |
Performance Management & Appraisal 
