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

ISBN: 978-0-7879-7129-8
256 pages
October 2003, Pfeiffer
Performance-Based Management: What Every Manager Should Do to Get Results (0787971294) cover image


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 ix

CD-ROM Contents xi

Preface xiii

Introduction 1

Chapter 1 How Leaders Set the Direction 9

Performance Improvement 10
Common Missteps 10
Leadership 11
Goals, Objectives, and Outcomes 13
Messages and Direction 21
Consistency 21
Off the Cuff 24
Tips 30
Summary 31
Where to Learn More 32
Notes 32

Chapter 2 How to Provide Direction 35

Performance Improvement 35
Common Missteps 36
Governance 37
Endorsement and Legitimacy 42
Operational Protocols 43
Tools and Techniques 44
Tips 54
Notes 55

Chapter 3 How to Set Expectations 57

Performance Improvement 58
Common Missteps 58
What Sets Expectations 59
Where to Find Measures 63
What to Measure 65
Jobs and Measures 67
What to Use for Comparison 74
Tips 74
Summary 75
Where to Learn More 75
Note 75

Chapter 4 How to Identify Behaviors That Lead to Performance 77

Performance Improvement 77
Common Missteps 78
Competencies and Competency Statements 78
Using Competencies to Select People 83
Tips 86
Summary 86
Where to Learn More 87
Note 87

Chapter 5 How to Use Orientations and Training Effectively 117
Performance Improvement 117
Common Missteps 117

Orientation 118
Readiness Check 119
Training 122
Tips 130
Summary 130
Where to Learn More 130

Chapter 6 How to Use Job Aids to Support Performance 133

Performance Improvement 133
Common Missteps 134
Job Aids or Quick Reference Guides 134
Standards, Work Rules, and Procedures 145
Tips 152
Summary 152
Where to Learn More 152
Notes 152

Chapter 7 How to Make Giving Feedback Less Painful 155

Performance Improvement 155
Common Missteps 156
Performance Problems 156
Feedback and Coaching 157
Why We Give Feedback 158
Why Giving Feedback Is Difficult 159
System Solutions 159
Human Connection 169
Performance Appraisals and Feedback 170
Tips 175
Summary 176
Where to Learn More 176
Note 177

Chapter 8 How to Recognize and Reward People 179

Performance Improvement 180
Common Missteps 181
Leading and Lagging Indicators 181
Leading Indicators 183
Lagging Indicators 187
Recognizing the Unseen and the Unclean 188
Peer Recognition 190
Compensation 192
Meaningful Work 193
Aligning Incentives 193
Tips 197
Summary 198
Where to Learn More 199
Notes 199

Index 201

About the Author 217

How to Use the CD-ROM 219

Pfeiffer Publications Guide 223

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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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"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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