Putting Management Back Into Performance: A handbook for managers and supervisors

About the author......Page 1
Title page......Page 3
Contents......Page 5
Acknowledgments......Page 8
Preface......Page 9
Introduction......Page 11
Part I: Putting 'Management' Back into Performance......Page 15
An introduction to performance management......Page 17
Emergence of the 'unmanageable' workplace......Page 19
Strategy 1 Assume the performance management role......Page 22
Strategy 2 Strengthen your management capability......Page 23
Strategy 3 Establish effective on-the-job performance management systems and processes......Page 26
Strategy 4 Establish an effective approach to performance interactions......Page 27
Strategy 5 Manage the 'unmanageable'......Page 32
Strategy 6 Create a performance management culture......Page 34
Strategy 7 Manage the change to a high-performance workplace......Page 37
Part II: Managing on the Job - Business Performance......Page 39
The scope of Work Assignment......Page 42
The Work Assignment process......Page 44
Work Assignment in action......Page 46
Assignment and the corporate planning cycle......Page 49
Employee performance planning......Page 51
Employee work plans......Page 53
Choosing the right plan......Page 61
Facilitating the planning process......Page 62
People-management skills......Page 64
Employee development......Page 65
Formal performance agreements......Page 73
5 Performance data - what you don't know could hurt you......Page 78
Performance data and their management implications......Page 79
A model process for understanding and responding to data......Page 87
6 Managing work as an open system......Page 106
An open systems perspective......Page 107
An open system work model......Page 109
Managing an open system of work......Page 113
Making the transition to an open systems approach......Page 119
Part III: Managing on the Job - People Performance......Page 121
7 'I wish I hadn't said that!' Performance feedback......Page 123
Feedback at work......Page 124
Elements of effective feedback......Page 127
A model process of performance feedback......Page 129
Applying effective practices to the feedback model......Page 135
Managing difficult responses......Page 141
8 Manager as coach......Page 146
Manage and coach......Page 147
A model of coaching......Page 151
The Action Learning cycle of coaching......Page 160
Making the transition to employee self-management......Page 165
Coaching underperformers......Page 167
Skills development - a coaching perspective......Page 173
Coaching and managing good performers......Page 176
10 Managing difficult performers......Page 189
Understanding difficult performers......Page 190
Managing difficult performers......Page 198
Applying people management skills......Page 208
Part IV: 'Crunch time' - the Formal Review Process......Page 211
11 Principles of performance evaluation......Page 213
The nature of formal review and evaluation......Page 214
How effective is performance evaluation?......Page 218
Guidelines for applying evaluation principles......Page 223
A structural view of review and evaluation......Page 242
Preparatory phase of review......Page 245
The review and evaluation meeting......Page 255
It's not all plain sailing......Page 263
Ratification of evaluations......Page 265
Integration of the completed evaluation......Page 267
Part V: Workplace Renewal......Page 269
Strategies for change......Page 271
Strategies for you......Page 277
Appendix 1 Examples of the environmental components of an open system of work......Page 279
Appendix 2 A tool for assessing performance management tensions......Page 282
Appendix 3 Work templates......Page 290
Further reading......Page 300
Index......Page 303