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

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

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

About the Author :
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.