Performance-Based Management, w. CD-ROM

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

Judith Hale is the president of Hale Associates, a consulting firm specializing in performance management, performance improvement systems, and strategic planning. She has contributed to or edited many published works, including The Performance Consultant's Fieldbook (1998) and Performance-Based Certification (1999), Designing Work Groups, Jobs, and Work Flow (1995) and Designing Cross-Functional Business Processes (1995), all published by Jossey-Bass. She is a contributing author to The Guidebook for Performance Improvement (Jossey-Bass/Pfeiffer, 1997). The recipient of several professional awards and honors, Hale is past-president of the International Society for Performance Improvement (ISPI) and an active member of ASTD.