ISBN 9788130930657,Management Briefs: Performance Management : Developing People and Performance

Management Briefs: Performance Management : Developing People and Performance

Author:

Fergus Barry

Publisher:

Viva Books

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ISBN 9788130930657
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ISBN 9788130930657
Publisher

Viva Books

Publication Year 2015
ISBN-13

ISBN 9788130930657

ISBN-10 813093065X
Binding

Paper Back

Number of Pages 108 Pages
Language (English)
Subject

Business & managemen

Table of Contents: 
Chapter 1: Why Performance Management? • Developing a Performance Management Culture • Objectives of a Performance Management System (PMS) • Role of the Line Manager in successful PMSs • Motivational benefits of a PMS • The Ten ‘Performance Commandments’ Chapter 2: The D E F T Model of Performance Management • Dialogue between each Manager and his/her employee • Expectations about the requirements of the job • Feedback on performance • Timely treatment of the first three components of the D E F T model Chapter 3: D E F T Dialogue • Dialogue as the foundation of PMS • Building trust levels • Dialogue as an aid to coaching behaviours • Getting joint agreement on critical areas of job responsibility • Overcoming defensiveness • A two-way process Chapter 4: D E F T - Expectations of Performance • Clarification of expectations • Linking to Divisional/Corporate goals • Establishing Key Result Areas that focus on results • Collaboration and active involvement in goal setting • Skills for goal setting Chapter 5: D E F T Feedback • Feedback as an on-going process • Linking to agreed KRAs and goals • Preparing for the session • Structured format for feedback sessions • Tips for giving and receiving feedback • Exploring positive and constructive feedback • Commitment for follow-through Chapter 6: D E F T - Timely Approach • Integrating PMS with other core organisation systems • Feedback should be close to the event • Regular reviews within PMS • Tips for interim and annual reviews • Sample timetable for phases of PMS • Ensuring the provision of enabling conditions for success of PMS Chapter 7: People Development Commitments • Creating a positive climate for people .growth • Focus on organisational needs • Insights on personal development within PMS • Alternative development opportunities within organisations • Integration with Organisation Training and Development plan • Follow-through on commitments Chapter 8: Competencies: A Key Approach to People Development • Focus on ‘how’ the job is to be done • Competency development and high performance • How to build Competency based approaches to people development • Values for competency approaches • Coaching for personal development Chapter 9: Linking Performance to Reward • Linking performance and pay across an organisation • Complexity of pay for performance • Rewarding behaviours and achievement • Decisions on ‘weighting’ of reward criteria • Consistency and fairness of reward Chapter 10: Critical Success Factors • Role of top management • Line of sight to Organisation goals • Integration of PMS with Organisation systems • Participative dialogue • Quality Feedback skills • Best practice coaching and training • Consistency of application • Regular recognition of good performance • Personal development • Managers ‘make the call’ • Excellent follow-through mechanisms Appendix : Appendix I- Template of Simple Performance Management ‘Form’ Appendix II- Sample Template for the Structure of Performance Discussions
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