Putting Management Back Into Performance: A handbook for managers and supervisors

Most managers are under increasing pressure to achieve higher performance from less resources, in an increasingly dynamic and unpredictable operating environment, through a workplace that is becoming increasingly unmanageable! But with the knowledge and tools to develop your abilities in managing the performance of your staff, you'll improve the performance of your business. Performance management isn t just a once-a-year assessment; an effective manager will incorporate performance review and feedback as part of their day-to-day communications with employees. Setting out seven strategies for how every manager and supervisor can be more effective in their performance management role, James Webb discusses the processes of assigning work, performance planning, employee development, understanding and responding to performance data, and accounting for the unmanageable in an open system. These largely business approaches are then balanced by the skills in giving performance feedback, in coaching and in managing difficult performers. Finally, given that performance managements systems are a reality of life for many, the author provides practical approaches to meeting the needs of your own system while using the process in a way that is positive for your business and for your people.

Table of Contents:
Acknowledgements Preface Introduction Part 1 Putting management back into performance Chapter 1 State of play Chapter 2 Putting management back into performance Part 2 Managing on the job - business performance Chapter 3 Off to a good start! - work assignment and planning Chapter 4 Employee development and performance agreements Chapter 5 What you don't know could hurt you - understanding performance data Chapter 6 Managing work as an open system Part 3 Managing on the job - people performance Chapter 7 I wish I hadn't said that! - performance feedback Chapter 8 Manager as coach Chapter 9 Coaching on the job Chapter 10 Managing difficult performers Part 4 Crunch time - the formal review process Chapter 11 Principles of performance evaluation Chapter 12 Managing the formal review Part 5 Workplace renewal Chapter 13 Creating a high performance workpl

About the Author :
James Webb is a business and organisational consultant and researcher, having previously held senior management positions in the pharmaceutical and communications industries. He has worked in the field of business and personal performance for many years and has written and presented extensively on the subject. James has a particular interest in supporting managers in the practicalities of being more effective.