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Performance-Based Management: What Every Manager Should Do to Get Results

ISBN: 978-0-7879-6036-0
240 pages
November 2003, Pfeiffer
Performance-Based Management: What Every Manager Should Do to Get Results (0787960365) cover image

Description

Everyday first-line managers and supervisors struggle with deficiencies and inequities in their organization, their leadership, and their people. Performance-Based Management recognizes that deficiencies exist and focuses on those things that first-line managers and supervisors can do to be more effective. It helps managers not only understand what people require to be effective in the workplace, it provides them with tools to assess organizational factors, identify barriers to performance, and convene and direct the appropriate resources to improve workplace performance.

Written by Judith Hale—author of the best-selling Performance Consultant's Fieldbook—Performance-Based Management comprehensively addresses the role of

  • Performance and Management
  • Information, Communication, and Performance Support Systems
  • Measures and Feedback
  • Rewards and Consequences
  • Performance Support Tools and Resources
  • Internal and External Consultants
  • Power and Politics
  • Message and Image Management
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Table of Contents

List of Figures.

CD-ROM Contents.

Preface.

Introduction.

Chapter 1: How Leaders Set the Direction.

Performance Improvement.

Common Missteps.

Leadership.

Goals, Objectives, and Outcomes.

Messages and Direction.

Consistency.

Off the Cuff.

Tips.

Summary.

Where to Learn More.

Notes.

Chapter 2: How to Provide Direction.

Performance Improvement.

Common Missteps.

Governance.

Endorsement and Legitimacy.

Operational Protocols.

Tools and Techniques.

Tips.

Summary.

Where to Learn More.

Notes.

Chapter 3: How to Set Expectations.

Performance Improvement.

Common Missteps.

What Sets Expectations.

Where to Find Measures.

What to Measure.

Jobs and Measures.

What to Use for Comparison.

Tips.

Summary.

Where to Learn More.

Note.

Chapter 4: How to Identify Behaviors That Lead to Performance.

Performance Improvement.

Common Missteps.

Competencies and Competency Statements.

Using Competencies to Select People.

Tips.

Summary.

Where to Learn More.

Note.

Chapter 5: How to Use Orientations and Training Effectively.

Performance Improvement.

Common Missteps.

Orientation.

Readiness Check.

Training.

Tips.

Summary.

Where to Learn More.

Chapter 6: How to Use Job Aids to Support Performance.

Performance Improvement.

Common Missteps.

Job Aids or Quick Reference Guides.

Standards, Work Rules, and Procedures.

Tips.

Summary.

Where to Learn More.

Notes.

Chapter 7: How to Make Giving Feedback Less Painful.

Performance Improvement.

Common Missteps.

Performance Problems.

Feedback and Coaching.

Why We Give Feedback.

Why Giving Feedback Is Difficult.

System Solutions.

Human Connection.

Performance Appraisals and Feedback.

Tips.

Summary.

Where to Learn More.

Note.

Chapter 8: How to Recognize and Reward People.

Performance Improvement.

Common Missteps.

Leading and Lagging Indicators.

Leading Indicators.

Lagging Indicators.

Recognizing the Unseen and the Unclean.

Peer Recognition.

Compensation.

Meaningful Work.

Aligning Incentives.

Tips.

Summary.

Where to Learn More.

Notes.

Index.

About the Author.

How to Use the CD-ROM.

Pfeiffer Publications Guide.

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Author Information

Judith Hale, Ph.D., is president of the consulting firm, Hale Associates. Their services include consultation on alignment, assessment, certification, evaluation, and integration of performance improvement systems, performance management and strategic planning. She is also the author of The Performance Consultant's Fieldbook, Performance-Based Certification, and Performance-Based Evaluation all from Pfeiffer.
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Reviews

"I believe that if 'you put a good performer in a bad system, the system will win every time.' I further believe that it is the job of every manager to build and maintain a 'good system' for their people — to make it possible for them to be successful. In this book, Judy Hale shows managers how to do just that."
— Geary Rummler, president, Performance Design Lab

"To be successful, you must have the right people, enough resources, clear vision and most of all, competent leadership. Judy Hale's latest work provides a clear roadmap for managerial success."
— Clayton R. Lloyd, Esq., senior vice president, Wells Fargo

"Thank you for chapter 4! . . .it is exactly what I needed . . .what it contains is easily transferable into my own situation."
— Cordell Hauglie, performance consultant, Boeing

"The templates and practical 'how to' advice are wonderful...the book will be a terrific help to managers and HR staff."
— Malou Roth, former vice president, human resources and training and development, Molex Incorporated

"Whether you are new to supervision or a seasoned veteran, this book is a must!"
— Marla Holman, training director, Western States Envelop

"Brimming with practical advice, useful tips and techniques. All are based on Hale's keen understanding of organizational challenges and how to navigate them successfully."
— Carol MacKenzie, training and development manager, Quad/Tech, Inc., a subsidiary of Quad/Graphics

"Judy Hale has added another tool for HPT practitioners and managers, alike."
— Dean Larson, department manager, Safety & Industrial Hygiene, U. S. Steel, Gary Works

"Does not give the reader the one way but instead provides a guide for experimentation that individuals such as I can fluff our chests out and shout 'Look what I did!'"
— Tom Norfleet, manager of corporate services, Michigan Auto

"Speaks to project management and implementation issues that I face daily and addresses performance issues that I encounter as I lead cross-functional teams."— Gwen Nichols-White, implementation manager, operations integration, U.S. Cellular

"This book takes the best theory around and turns it into a set of easy-to-use guidelines and tools for addressing each of the variables that influence human performance."
— Brenda Sugrue, director of research, ASTD

"Great book! Invaluable practical advice, clear definitions, step-by-step guidelines, and examples that bring them alive! Judy takes the mystery out of managing people."
— Bonnie Grabenhofer, vice president, Partners In Learning, Inc.

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