Management Briefs: Performance Management
Management Briefs: Performance Management
Developing People and Performance
₹225.00 ₹250.00 Save: ₹25.00 (10%)
Go to cartISBN: 9788130930657
Bind: Paperback
Year: 2015
Pages: 108
Size: 6 x 9 Inch
Publisher: Mosaic Press
Published in India by: Viva Books
Exclusive Distributors: Viva Books
Sales Territory: India, Nepal, Pakistan, Bangladesh, Sri Lanka
"Scott-Lennon and Barry have written a handy little book on how to improve your organisation's performance. In a few pages they have captured the essence of the key concepts in performance management and have stated them in a clear concise manner. It is readily readable and memorable in its presentation. This is a book that should be initially found in every executive's brief case to be read in planes, trains and hotels. Thereafter, it should be found in their book cases where it can be accessed as a ready reference of this important aspect of every manager's responsibility."
-Wayne Brockbank, Professor of Business, Director of the Centre for Strategic HR Leadership, University of Michigan
"Frank Scott-Lennon and Fergus Barry have done us the great service of inventing a practical performance management system that will carry business leaders from the slower strategic world of today to the much more opportunistic, fast-changing world of tomorrow. The Dialogue-Expectation Setting-Feedback-Timeliness (DEFT) paradigm for performance management is ready to use and intuitively simple. The how-to chapter, ?Linking Performance to Reward? is superb and will help companies sensibly increase performance-based compensation."
-Charles Spinoza Group Director of Marketing Practices, Vision Consulting
:There is a well known adage about performance management - there is nothing better than a well designed system but definitely nothing worse than a poorly designed one. This book, with its explanation of the DEFT model, helps organisations concentrate on the best elements of a system. The four elements of the model pick out essential elements of practice, each based on sound principles of HRM and psychology. A series of illustrations help make the model easily workable and capable of being applied to a wide range of organisations."
-Paul Sparrow Director, Centre for Performance-Led HR, Professor of International HRM, Lancaster University School of Management
Contents:
Chapter 1: Why Performance Management? • Developing a Performance Management Culture • Objectives of a Performance Management System (PMS) • Role of the Line Manager in successful PMSs • Motivational benefits of a PMS • The Ten “Performance Commandments”
Chapter 2: The D E F T Model of Performance Management • Dialogue between each Manager and his/her employee • Expectations about the requirements of the job • Feedback on performance • Timely treatment of the first three components of the D E F T model
Chapter 3: D E F T Dialogue • Dialogue as the foundation of PMS • Building trust levels • Dialogue as an aid to coaching behaviours • Getting joint agreement on critical areas of job responsibility • Overcoming defensiveness • A two-way process
Chapter 4: D E F T - Expectations of Performance • Clarification of expectations • Linking to Divisional/Corporate goals • Establishing Key Result Areas that focus on results • Collaboration and active involvement in goal setting • Skills for goal setting
Chapter 5: D E F T Feedback • Feedback as an on-going process • Linking to agreed KRAs and goals • Preparing for the session • Structured format for feedback sessions • Tips for giving and receiving feedback • Exploring positive and constructive feedback • Commitment for follow-through
Chapter 6: D E F T - Timely Approach • Integrating PMS with other core organisation systems • Feedback should be close to the event • Regular reviews within PMS • Tips for interim and annual reviews • Sample timetable for phases of PMS • Ensuring the provision of enabling conditions for success of PMS
Chapter 7: People Development Commitments • Creating a positive climate for people .growth • Focus on organisational needs • Insights on personal development within PMS • Alternative development opportunities within organisations • Integration with Organisation Training and Development plan • Follow-through on commitments
Chapter 8: Competencies: A Key Approach to People Development • Focus on "how" the job is to be done • Competency development and high performance • How to build Competency based approaches to people development • Values for competency approaches • Coaching for personal development
Chapter 9: Linking Performance to Reward • Linking performance and pay across an organisation • Complexity of pay for performance • Rewarding behaviours and achievement • Decisions on "weighting" of reward criteria • Consistency and fairness of reward
Chapter 10: Critical Success Factors • Role of top management • Line of sight to Organisation goals • Integration of PMS with Organisation systems • Participative dialogue • Quality Feedback skills • Best practice coaching and training • Consistency of application • Regular recognition of good performance • Personal development • Managers “make the call” • Excellent follow-through mechanisms
Appendix :
Appendix I- Template of Simple Performance Management “Form”
Appendix II- Sample Template for the Structure of Performance Discussions
About the Authors:
Frank Scott-Lennon is the creator and publisher of the books within the Management Briefs series. He is an experienced Management Consultant working principally in Performance Management, Bullying & Harassment and Change Management. Frank is also an author for Pocketbooks and his work has been translated into several languages.
Fergus Barry is the founder of Empower Ltd and he has a unique mix of academic and practical experience in researching and implementing Performance Management solutions.
