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| About the Authors | |
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| Preface | |
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| The Performance Management Process and Employee Engagement: An Introduction | |
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| The Performance Management Process | |
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| Managers' Attitudes About Performance Management | |
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| A Focus on Feedback | |
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| Overview of the Book | |
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| Understanding Performance Appraisal | |
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| Performance Appraisals | |
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| Formal Performance Appraisals | |
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| Approaches to Performance Appraisal Rating Systems | |
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| Rating Behaviors and Competencies | |
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| Measurement | |
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| Avoiding Common Rating Errors | |
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| Preparing for the Appraisal Meeting | |
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| What You Would Typically Cover in the Meeting | |
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| Performance Appraisal and Compensation | |
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| Conclusion | |
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| Building a Climate of Trust | |
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| Trust: An Overview | |
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| Trust and Performance Management | |
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| Understanding the Drivers of Trust | |
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| Evaluating Your Current Climate, Addressing Areas of Need, and Actively Managing the Climate of Trust | |
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| Conclusion | |
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| Trust and Empowerment Climate Assessment Survey, Manager Version | |
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| Trust and Empowerment Climate Assessment Survey, Employee Version | |
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| Trust and Empowerment Climate Assessment Results Summary-Sample Report | |
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| Setting Meaningful and Effective Goals | |
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| Goal Setting | |
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| Why Are Goals Important? | |
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| A Goal-Setting Framework | |
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| Where Do Goals Come From? | |
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| Putting the Elements Together | |
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| Types of Goals | |
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| Goal-Setting Process | |
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| Driving Motivation to Achieve Goals | |
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| The Goal-Setting and Performance Evaluation Conundrum | |
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| Conclusion | |
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| Meeting the Feedback Challenge | |
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| Assessing Yourself | |
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| Why Give Feedback? | |
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| What to Consider When Giving Feedback | |
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| Tips for Giving Effective Feedback | |
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| What Is Constructive and Destructive Feedback? | |
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| Your Employees' Receptivity to Feedback | |
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| Being Good at Self-Monitoring | |
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| Being High or Low in Self-Esteem | |
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| And What About You? | |
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| Giving Feedback: A Case Study | |
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| Giving Performance Feedback: A Sample Discussion | |
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| Feedback for Reinforcement | |
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| How to Handle the More Difficult Conversations | |
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| Conclusion | |
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| Assessment for Measuring Self-Esteem | |
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| Recognizing Employee Performance | |
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| What Is Recognition? | |
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| What Do You Recognize? | |
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| How Do You Recognize Your Employees, and What Does It Cost? | |
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| How Do You Make Your Recognition Effective? | |
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| What Are Your Next Steps? | |
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| Recognition as a Reinforcer | |
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| Conclusion | |
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| Learning About 360-Degree Feedback | |
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| What Is 360-Degree Feedback? | |
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| The 360-Degree Feedback Process | |
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| How Is a 360-Degree Process Developed? | |
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| 360-Degree Feedback Surveys Differ From Employee Opinion Surveys | |
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| The Value of Feedback From Different Perspectives | |
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| Participating in Designing the Survey | |
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| Frequency of Administering the Survey | |
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| Why Is 360-Degree Feedback So Popular? | |
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| Should Survey Feedback Results Be Used to Make Administrative Decisions About Managers? | |
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| What Is the Rationale for Using 360-Degree Feedback Results for Making Administrative Decisions? | |
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| Typical Reactions When Introducing 360-Degree Feedback | |
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| The Need for Clear Communication | |
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| Questions Your Managers May Have About 360-Degree Feedback | |
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| Questions Employees May Have About 360-Degree Feedback | |
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| Ways Companies Administer the Survey | |
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| Just-in-Time, Do-It-Yourself 360-Degree Feedback | |
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| The Feedback Report | |
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| Ways Companies Tend to Deliver the Repott | |
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| Does 360-Degree Feedback Work? | |
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| Tracking Changes in Behavior Over Time | |
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| Sample Upward Feedback Survey and Repott | |
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| Interpreting the Sample Report | |
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| Conclusion | |
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| Coaching for Success | |
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| Defining Coaching | |
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| The Manager as Coach | |
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| Areas for Coaching | |
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| Power Coaching | |
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| The Coaching Process | |
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| The Pros and Cons of Professional Coaching | |
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| Objectives of Professional Coaching | |
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| What Happens During Coaching? | |
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| Meetings With a Professional Coach | |
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| Getting the Coaching Relationship Off to a Good Start | |
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| How Do You Help Your Employee-Get-a professional Coach? | |
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| Selecting the Right Coach | |
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| Effects of Coaching | |
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| When Is Coaching Likely to Succeed? | |
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| Common Obstacles to Effective Coaching | |
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| Keep in Mind the Benefits of Coaching | |
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| Coaching Is Not Therapy | |
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| Conclusion | |
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| Managing Employee and Team Learning and Development | |
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| Practical Advice for Helping Your Employees Engage in Self-Development | |
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| Characteristics of a Continuous Learner | |
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| Career Motivation | |
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| The Expansive Personality | |
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| Are Your Employees Truly Expansive? | |
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| Informal Learning | |
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| How to Create Opportunities for Informal Learning | |
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| Reflecting on Experience | |
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| Managing Your Team's Learning | |
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| Defining Team Learning | |
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| Facilitating Team Learning | |
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| Conclusion | |
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| Managing and Preventing Employee Burnout | |
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| What Is Burnout? | |
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| Identifying Burnout | |
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| Early Warning Signs of Burnout | |
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| Symptoms of Burnout | |
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| Taking Action to Reduce Burnout | |
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| Addressing Workload | |
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| Addressing Control | |
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| Addressing Recognition and Reward | |
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| Addressing Community | |
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| Addressing Fairness | |
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| Addressing Values | |
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| Preventing Burnout | |
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| Conclusion | |
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| Symptoms of Burnout Checklist | |
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| Strategies for Coping With and Preventing Burnout Checklist | |
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| Tactics for Addressing Personal-Centered Causes of Stress | |
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| Creating a More Engaging Work Environment | |
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| A Closing Look at Performance Management and Employee Engagement | |
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| Case Study | |
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| Some Final Words | |
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| References | |
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| Author Index | |
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| Subject Index | |