MANAGER'S GUIDE TO
PERFORMANCE REVIEWS
by Robert Bacal


Manager's Guide to Performance Reviews
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Table of Contents

Preface (download as pdf file)

Chapter 1. A Tale of Two Performance Reviews
One Fails, One Succeeds
The Key Questions
Should You Carr
What Distinguishes Effective Reviews from Ineffective Reviews?
Jessica, Mike, and You
Managerís Checklist for Chapter 1
Download pdf file of chapter 1

Chapter 2. Performance Reviews in the Scheme of Things
20 Reviews as Just One Part of a Larger System
Summing Up
Other Linkages
Managerís Checklist for Chapter 2

Chapter 3.Understanding PerformanceóGood and Bad
What Do We Mean by ďPerformanceĒ?
The Stuff of PerformanceóGood and Poor
Implications for Your Performance Reviews
Managerís Checklist for Chapter 3

Chapter 4. Documenting Performance and Rating and Ranking Systems
So Whatís the Point of Documentation?
Rating Systems
Ranking Systems
Managerís Checklist for Chapter 4

Chapter 5. Documenting PerformanceóNarrative, Critical Incident, MBO, 360-Degree Feedback, and Other Methods
Narrative
Critical Incident
Standards-Based or Management by Objectives
360-Degree Feedback
Use of Technological Tools
Managerís Checklist for Chapter 5

Chapter 6. Performance PlanningóThe Answer to Almost Any Review Problem
What Is Performance Planning?
By the End of Performance Planning ...
Step-by-Step Planning ProcessóGetting It Done
Planning Meeting Steps
Managerís Checklist for Chapter 6

Chapter 7. Review Meetings, Step by Step
Warm Up and Clarify Expectations and Roles
Describe and Review the Main Job Tasks and Responsibilities
Elicit Input from the Employee
Discuss and Negotiate (Evaluative Component)
Engage in Performance Improvement Problem-Solving
Decide on What to Record
Finish and Plan for Follow-Up
Managerís Checklist for Chapter 7

Chapter 8. Diagnosing, Problem Solving, and Ongoing Communication
What Is Diagnosing Performance Issues?
How Do You Do It?
Problem Solving to Remove Barriers
Ongoing Communication
Managerís Checklist for Chapter 8

Chapter 9. Essential Communication Skills
Communication Facts and Principles
Generative Skills
Responding and Eliciting Skills
Managerís Checklist for Chapter 9

Chapter 10. The Rewards and Punishment Dilemma
Imagine a Perfect World
Back to Our World
The Rewards and Punishments Dilemma
The Issue of Punishment
Addressing the Dilemma
Summing Up
Managerís Checklist for Chapter 10

Chapter 11. Reviews with Employees of Different Stripes
The Underperforming Employee
The Performing Employee
The Excellent Employee
Managerís Checklist for Chapter 11

Chapter 12. Facing Real-World Problems
Managing Disagreements
Principles of Disagreement Management
Addressing Biases and Increasing Evaluation Accuracy
The Soft Stuff Dilemma
Getting from Bad to Better Systems
A Really Poor Review System
Managerís Checklist for Chapter 12

Appendix: Resources for Performance Reviews

ISBN for this title: 0-07-142173-4



About the Author

Robert Bacal is CEO of Bacal & Associates, a training and consulting firm dedicated to contributing to the work success of both individual and companies, by helping managers and employees work together more effectively to create bottom line results for everyone. He holds a graduate degree in applied psychology and has been training, providing consulting services and writing on workplace issues for 25 years.

This book is his fourth on performance-related topics. He is the author of Performance Management, also in the Briefcase Books Series, and has authored The Complete Idiotís Guide to Consulting and The Complete Idiotís Guide to Dealing with Difficult Employees and was co-author of Perfect Phrases for Performance Reviews.

Robert is also an accomplished keynote speaker on performance, communication, and customer service issues; is the founder of the worldís largest discussion group on performance management; and hosts a number of sites containing free resources and performance management-related tools. You can visit his main Web site at www.work911.com. Robert currently lives near Ottawa, Canada.



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