Performance Management: Concepts, Skills, and Exercises Authored by: Robert L. Cardy
Performance management: Concepts, Skills, and Exercises Authored by: Robert L. CardySelected Contents:List of Tables and FiguresPrefaceAcknowledgments 1. The Performance Management Process: An Overview 2. Performance Overview Section: Job Analysis; CriteriaApplication Section: Skill Builder 2.1: Get the Results!; Skill Builder 2.2: Survey for Rseults; Skill Builder 2.3: Let’s Get Behavioral Skill Builder 2.4: Behaviors in the Classroom; Skill Builder 2.5: Combining Behaviors and Outcomes; Skill Builder 2.6: The Serious Business of Playing Roles; Skill Builder 2.7: Put Your Values to Work; Skill Builder 8: Consider the Source and the Domain!3. Diagnosis Overview Section: Observation; Causes of PerformanceApplication Section: Skill Builder 3.1: System Causes: Digging Deeper Skill Builder 3.2: Person Cause: Digging Deeper; Skill Builder 3.3: Document It! Using a Job Anecdote File; Skill Builder 3.4: Putting the Observation Cube to Work; Skill Builder 3.5: Making Sense of the Patterns; Skill Builder 3.6: Who Observes? Who Does Diagnosis?4. Evaluation Overview Section: Performance Evaluation: What Is It?; Common Performance Characteristics; Common StandardsApplication Section: Skill Builder 4.1: Developing a Common Frame-of-Reference; Skill Builder 4.2: Common Evaluation Standards: Assessing the Extent of the Problem; Skill Builder 4.3: Evaluating Outcomes; Skill Builder 4.4: Profiling for Performance Evaluation; Skill Builder 4.5: Sickness or Weakness? Causal Attributions and Evaluation; Skill Builder 4.6: Evaluators Might Need Motivation Too!5. Feedback Overview Section: Focus of Feedback; Timeliness and FrequencyApplication Section: Skill Builder 5.1: Practice Makes Perfect; Skill Builder 5.2: Evaluating the Performance Feedback Session; Skill Builder 5.3: Evaluating the Evaluators: Common Standards and Motivation; Skill Builder 5.4: The Team’s the Thing: Feedback By and For the Team; Skill Builder 5.5: Judge and Coach: Contradiction or Complement?; Skill Builder 5.6: Performance Feedback: Hi Tech or Hi Touch?6. Dealing with Feedback Overview Section: Delivering Feedback; Receiving Feedback; Feedback from Multiple SourcesApplication Section: Skill Builder 6.1: Avoiding Defensiveness When Providing Feedback I: Don’t Get Their Dander Up If You Want to Improve Performance; Skill Builder 6.2: Avoiding Defensiveness When Providing Feedback II: Playing Fair; Skill Builder 6.3: Building Your Self Efficacy for Delivering Feedback; Skill Builder 6.4: Evaluator Affect Revisited: Let’s Manage It; Skill Builder 6.5: How Do I Like Thee? Let’s at Least Be Aware of Our Possible Biases; Skill Builder 6.6: Building Your Self Efficacy for Receiving Feedback; Skill Builder 6.7: Practice Makes Perfect!; Skill Builder 6.8: What Can It All Mean?; Skill Builder 6.9: Disagreement: Let’s Get Personal7. Improving Performance Overview Section: Categories of FactorsApplication Section: Skill Builder 7.1: Get With the System; Skill Builder 7.2: Is It Worth It?; Skill Builder 7.3: A Question of Fit: Matching People and Systems; Skill Builder 7.4: Moving Toward Partnership in Performance Improvement; Skill Builder 7.5: Pushing the Motivation Levers; Skill Builder 7.6: Gettin’ by or Striving to Excel?Epilogue: Final Thoughts Appendix I: Skill Builder SummaryAppendix II: Classroom/Workshop OutlinesReferencesIndexAbout the Author
