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Management Briefs: Performance Management : Developing People and Performance

Management Briefs: Performance Management : Developing People and Performance

          
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About the Book

About the Author

Frank Scott-Lennon is the creator and publisher of the books within the Management Briefs series. He is an experienced Management Consultant working principally in Performance Management, Bullying & Harassment and Change Management. Frank is also an author for Pocketbooks and his work has been translated into several languages. Fergus Barry is the founder of Empower Ltd and he has a unique mix of academic and practical experience in researching and implementing Performance Management solutions.



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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Product Details
  • ISBN-13: 9788130930657
  • Publisher: Viva Books Private Limited
  • Binding: Paperback
  • Language: English
  • Width: 153 mm
  • ISBN-10: 813093065X
  • Publisher Date: 2015
  • Height: 229 mm
  • No of Pages: 108

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