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Managing Employee Performance: Planning an Effective Approach (e-Document), [PDF]

Managing Employee Performance: Planning an Effective Approach (e-Document), [PDF]

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This report builds a case for managing employee performance in a way that supports efforts to improve organizational performance. Changing human behavior is never simple, especially in highly decentr ...
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This report builds a case for managing employee performance in a way that supports efforts to improve organizational performance. Changing human behavior is never simple, especially in highly decentralized, large organizations. With this report, you discover: ◾The important differences between performance appraisal and performance management—and how this changes the dynamics for managers ◾The 9 factors that contribute to making a more effective performance system ◾The current best practice model for defining performance expectations ◾Why performance “standards” have a role only in the right situations ◾Why it would be a mistake to copy another jurisdictions performance management system ◾How to set criteria-specific “SMART” goals for individuals to manage performance more effectively ◾The good, the bad, and the ugly when using ratings and scales ◾Six ways for an improved performance management strategy to counteract inflated ratings ◾The problem with multi-rater assessments—and how they should and should not be used. Author Howard Risher outlines how improvements in performance management can occur when: managers and supervisors make performance management a priority; employee feedback is incorporated into the change process; the focus in a performance appraisal is on job-specific duties, responsibilities, and results; managers and supervisors understand the importance of employees’ motivation and commitment to the organization’s success; and more. A key element of establishing effective performance management practices is to develop better strategies for managing employee performance. This shifts the focus from the year-end appraisal to day-to-day performance management. It also shifts the focus from the human resources and personnel function to line managers. About the author Howard Risher is an independent consultant, author, and speaker on salary management and performance management, with a focus on nonprofits, higher education, health care, and government. He has experience with federal, state, and local governments. (2008, vol. 40, no. 6)

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