MARC Record from marc_nuls

LEADER: 03981pam 22003734a 4500
001 9919532560001661
005 20150423121119.0
008 030722s2004 nyua b 001 0 eng
010 $a 2003016378
015 $aGBA3-W5117
020 $a0071421734 (pbk. : alk. paper)
029 1 $aUKM$bbA3W5117
035 $a(CSdNU)u180491-01national_inst
035 $a(OCoLC)52532564
035 $a(OCoLC)52532564
040 $aDLC$cDLC$dYDX$dUKM
042 $apcc
049 $aCNUM
050 00 $aHF5549.5.R3$bB28 2004
082 00 $a658.3/125$222
100 1 $aBacal, Robert.
245 10 $aManager's guide to performance reviews /$cRobert Bacal.
260 $aNew York :$bMcGraw-Hill,$cc2004.
300 $axiii, 226 p. :$bill. ;$c23 cm.
490 1 $aBriefcase books
504 $aIncludes bibliographical references (p. 215-217) and index.
505 0 $aA tale of two performance reviews -- One fails, one succeeds -- The key questions -- Should you care? -- What distinguishes effective reviews from ineffective reviews? -- Jessica, Mike, and you -- Manager's checklist for chapter 1 -- Performance reviews in the scheme of things -- Reviews as just one part of a larger system -- Summing up -- Other linkages -- Manager's checklist for chapter 2 -- Understanding performance, good and bad -- What do we mean by "performance"? -- The stuff of performance, good and poor -- Implications for your performance reviews -- Manager's checklist for chapter 3 -- Documenting performance and rating and ranking systems -- So what's the point of documentation? -- Rating systems -- Ranking systems -- Manager's checklist for chapter 4 -- Documenting performance, narrative, critical incident, MBO, 360-degree feedback, and other methods -- Narrative -- Critical incident -- Standards-based or management by objectives -- 360-degree feedback -- Use of technological tools -- Manager's checklist for chapter 5 -- Performance planning, the answer to almost any review problem -- What is performance planning? -- By the end of performance planning ... -- Step-by-step planning process, getting it done -- Planning meeting steps -- Manager's checklist for chapter 6 -- Review meetings, step by step -- Warm up and clarify expectations and roles -- Describe and review the main job tasks and responsibilities -- Elicit input from the employee -- Discuss and negotiate (evaluative component) -- Engage in performance improvement problem-solving -- Decide on what to record -- Finish and plan for follow-up -- Manager's checklist for chapter 7 -- Diagnosing, problem solving, and ongoing communication -- What is diagnosing performance issues? -- How do you do it? -- Problem solving to remove barriers -- Ongoing communication -- Manager's checklist for chapter 8 -- Essential communication skills -- Communication facts and principles -- Generative skills -- Responding and eliciting skills -- Manager's checklist for chapter 9 -- The rewards and punishment dilemma -- Imagine a perfect world -- Back to our world -- The rewards and punishments dilemma -- The issue of punishment -- Addressing the dilemma -- Summing up -- Manager's checklist for chapter 10 -- Reviews with employees of different stripes -- The underperforming employee -- The performing employee -- The excellent employee -- Manager's checklist for chapter 11 -- Facing real-world problems -- Managing disagreements -- Principles of disagreement management -- Addressing biases and increasing evaluation accuracy -- The soft stuff dilemma -- Getting from bad to better systems -- A really poor review system -- Manager's checklist for chapter 12.
650 0 $aEmployees$xRating of.
650 0 $aPerformance standards.
650 0 $aGoal setting in personnel management.
830 0 $aBriefcase book.
949 $aHF 5549.5.R3 B28 2004$i31786101570726
994 $a92$bCNU
999 $aHF 5549.5 .R3 B28 2004$wLC$c1$i31786101570726$d3/30/2009$e3/12/2009 $f3/25/2004$g1$lCIRCSTACKS$mNULS$n6$rY$sY$tBOOK$u11/26/2003