The Complete Idiot's Guide to Performance AppraisalsPenguin, 2000 M12 11 - 336 páginas 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. |
Contenido
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 |
299 | |
Otras ediciones - Ver todas
The Complete Idiot's Guide to Performance Appraisals Adele Margrave,Robert Gorden Vista previa limitada - 2000 |
Términos y frases comunes
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