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

Chapter 3.Understanding Performance—Good and Bad
What Do We Mean by “Performance”?
The Stuff of Performance—Good and Poor
Implications for Your Performance Reviews
Manager’s Checklist for Chapter 3

Chapter 4. Documenting Performance and Rating and Ranking Systems
So What’s the Point of Documentation?
Rating Systems
Ranking Systems
Manager’s Checklist for Chapter 4

Chapter 5. Documenting Performance—Narrative, 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
Manager’s Checklist for Chapter 5

Chapter 6. Performance Planning—The Answer to Almost Any Review Problem
What Is Performance Planning?
By the End of Performance Planning ...
Step-by-Step Planning Process—Getting It Done
Planning Meeting Steps
Manager’s 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
Manager’s 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
Manager’s Checklist for Chapter 8

Chapter 9. Essential Communication Skills
Communication Facts and Principles
Generative Skills
Responding and Eliciting Skills
Manager’s 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
Manager’s Checklist for Chapter 10

Chapter 11. Reviews with Employees of Different Stripes
The Underperforming Employee
The Performing Employee
The Excellent Employee
Manager’s 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
Manager’s 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 Idiot’s Guide to Consulting and The Complete Idiot’s 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 world’s 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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