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Download A Critical Look At Performance Management Systems - Why Don't They Work? ePub

by Robert Bacal

Download A Critical Look At Performance Management Systems - Why Don't They Work? ePub
  • ISBN 096837221X
  • ISBN13 978-0968372210
  • Language English
  • Author Robert Bacal
  • Publisher Bacal & Associates (October 1, 1994)
  • Formats azw txt lit lrf
  • Category No category
  • Size ePub 1236 kb
  • Size Fb2 1711 kb
  • Rating: 4.1
  • Votes: 511

If you are looking to improve or re-design your performance management or performance appraisal system, one of the first things that might be helpful is to learn about the pitfalls and problems associated with performance management -- the common mistakes made. In this short (about 65 pages) monograph, we outline why most performance management systems fail, the most common errors and problems, and make some suggestions about how to address these problems.Chapter One covers the theory of performance management and appraisal (how it's supposed to work), while the second chapter addresses the practice of performance appraisal (the way it's done in the real world), and differences between theory and practice are dealt with.Other chapters deal with how to design and/or modify your existing system to avoid the common pitfalls, and some innovative approaches to the appraisal issue.

Start by marking A Critical Look At Performance Management And Appraisals . Published June 5th 2013 by Bacal & Associates.

Start by marking A Critical Look At Performance Management And Appraisals: Why Don't They Work? as Want to Read: Want to Read savin. ant to Read. A first step to moving your performance management system to one that creates employee engagement and productivity.

If that's what you want do NOT get this book.

A Critical Look At Performance. Performance Management - A Briefcase Book Author: Robert Bacal, . So I wrote this book!

A Critical Look At Performance. Why Don’t They Work? Bacal & Associates. Managers don't like doing performance management and appraisal and avoid it like the plague. Employees hate performance management and appraisal with what approaches a passion. Human resoures personnel spend a lot of their time "bugging" managers to get the paperwork done Performance Management - A Briefcase Book Author: Robert Bacal, . So I wrote this book!

If you are looking to improve or re-design your performance management or performance appraisal system, one of the first things that might be helpful is to learn about the pitfalls and problems associated with performance management - the common mistakes made.

If you are looking to improve or re-design your performance management or performance appraisal system, one of the first things that might be helpful is to learn about the pitfalls and problems associated with performance management - the common mistakes made.

Bacal & Associates & McGraw-Hill Announce The Release of Performance Management By Robert Bacal W e. .Establish programs for managers and em- ployees to work together and build upon ex- isting positive performance.

Bacal & Associates & McGraw-Hill Announce The Release of Performance Management By Robert Bacal W e are proud to announce the release of Perfor- mance Management - a book designed to help managers, supervisors, executives, em- ployees and human resource profession- als navigate the performance manage- ment journey. Most companies play at performance management and appraisal, use up valu- able time and other resources in the pro- cess, and create only a fraction of the value they could receive if they did it properly.

A Critical Look At Performance Management Systems Written by Robert Bacal, also author of Performance Management - A Briefcase Book published by McGraw-Hill. What's Inside - Table of Contents.

A Critical Look At Performance Management Systems. Written a number of years ago, the content of this short paper is no less relevant as a result of the passage of time. Performance Management - A Briefcase Book, published by McGraw-Hill is an excellent example of his work, in addition to a number of articles on the the benefits, processes, and means to make performance appraisal and performance management work. Written by Robert Bacal, also author of Performance Management - A Briefcase Book published by McGraw-Hill. Forward - Introduction.

Published October 1, 1994 by Bacal & Associates. There's no description for this book yet.

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Talk about A Critical Look At Performance Management Systems - Why Don't They Work?


Zorve
Unlike the previous reviewer, I actually read the the entire book and not just the first chapter, after having heard Mr. Bacal speak at a Human Resources conference in Rochester, NY. If you are looking for a nuts and bolts step-by-step explanation about how to do performance management, then there are dozens of books on the subject, including others by the same author. If that's what you want do NOT get this book.
That's because this isn't a step-by-step book. If anything it's an "emperor isn't wearing any clothes book", which explains some odd situations in management and HR, where everyone but the executives and HR people know the company's performance appraisals are useless.
The book explains why most systems fail, and lists a number of possibilities so managers and HR pros can evaluate more accurately where they are going wrong and how to fix the problems.
One of the things I like best about the book is that it's exceedingly "tightly" written without losing meaning. It says what it has to say quickly. It is the kind of book where you sit and smack your forehead, saying "Well, of course we're doing that dumb thing in our company". And, it opens some doors about a new vision of performance management and how it can be developed to meet a very specific goal -- how to help everyone succeed, from shareholders, to executives and managers, and each employee.
It's not rocket science, but I think it should be mandatory reading for all HR professionals before they go about foisting off their newest version of performance appraisal, which is going to look exactly like the older version but in different clothes and fail as badly. If you do the things that cause performance management to fail, as outlined in this book, you WILL fail at it.
Flamekiller
I had the opportunity to read the 1st chapter of this book before buying it, and that was enough for me to realize that it was not worth the purchasing. To support his points, the author selectively cites obscure, outdated research that is inconsisent with the vast body of literature that exists on such topics as goal-setting. One of the author's central points is that by focusing on individual performance, cooperation does not take place and organizational performance suffers. While this may have been true years ago for systems that focused exclusively on core job tasks, those knowledgeable on performance evaluation recognize that expectations of cooperation and teamwork behaviors can easily be integrated into an evaluation system. The author also repeatedly criticizes evaluations that focus on results. Although it is true that these systems often reward the wrong types of behaviors, the author fails to note that behavior-based systems avoid many of the shortcomings associated with evaluations that focus on outcomes. The author is one consultant who needs to educate himself on behavior in the workplace before considering himself an expert on it.