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Performance Management - Why It Doesn't Work 12/09/11 Trial version English
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If you are involved in developing or revising an employee appraisal system, want to learn how to make your appraisal system work, or simply want to know why most performance appraisal systems fail miserably, this short book will provide answers to your questions.

Explains why most systems fail, and makes some suggestions about how to improve them, or build ones that work. E-version instant delivery versionLearn why most performance appraisals are a waste of time and the solutions to the problem The Point: There is a need for companies to look much more closely at their performance management and appraisal systems, since many are not only useless, but can actually harm productivity and the relationships between employees and managers.

Robert Bacal prepared this short document with a clear purpose: To stimulate people's thinking about performance management and to explain in a straight-forward why where the pitfalls lie, and how to begin creating systems that work.

About The Author: Robert Bacal is a noted author, conference speaker, and consultant on the subjects of performance appraisal, performance management and employee review.

Performance Management - A Briefcase Book, published by McGraw-Hill is an excellent example of his work, in addition to a number of articles on the subject.

Special Features: We believe that many subjects can be covered quickly, and realize that most of us are all working long hours, and have only limited time and energy left to learn.

That's why this book is short, and absolutely to the point. Paper version: ISBN 096837221X. A short concise examination of all the factors that drive performance management systems into the ground, along with some suggestions as to what to do about it.

Written by Robert Bacal, also author of Performance Management - A Briefcase Book published by McGraw-Hill. What's Inside - Table of Contents Forward - Introduction Chapter 1 - Traditional Performance Management - The Theory Overview What Is Performance Management Supposed To Accomplish?

What Does Performance Management Assume About Organizations Performance? Is There A Downside To Performance Management? Chapter 2 - Performance Management - The Practice Frequency of Planning Review On Executive and Management Performance Management Managers On Appraisal Employees On Appraisal On Training Career Development On Participation Goal Setting Assessment of Performance Management In Practice Why Does Performance Management Fail?

Summary Chapter 3 - The New High Performance Organization Introduction The New High Performance Organization Conclusion Chapter 4 - The Effectiveness Enhancement System Introduction Establishing Requirements What Effectiveness Enhancement Is NOT!

Summary Effectiveness Enhancement System Requirements Summary Sheet Chapter 5 - Enter The Customer - Designing Your System Introduction Step 1 - Defining Your Customers Step 2 - Defining Your Own Needs As A Customer Step 3 - Identifying What Your Supervisors Need Step 4 - Identifying Needs of Employees Step 5 - Bringing It All Together Step 6 - Consider Other Players Step 7 - Do It!

Summary Chapter 6 - Innovative Ideas Introduction Using Your Head System Bi-Directional Enhancement Quality Service Guidelines Model The Group Appraisal Model Epilogue - Some Reflective Comments

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