| Description |
x, 180 pages : illustrations, charts ; 21 cm |
|
regular print |
| Contents |
1. Introduction: performance and people -- 2. A performance model -- 3. Performance management systems: an organisational context -- 4. What's the job? Role clarity -- 5. Can I do it? Competency -- 6. What do I do it with? Environment -- 7. Is it right? Values -- 8. Will I like it? Preference fit -- 9. What's in it for me? Rewards -- 10. Managing performance: what to do -- 11. Managing performance: how to do it |
| Summary |
"Performance is the key to business success. As a manager, that is what you are paid to achieve - targeted outcomes (performance) from your team by using all available resources. Performance management is the most effective and efficient way to address your human resources and productivity issues. Managing Performance, Managing People is a practical, jargon-free reference guide for all managers and supervisors. It explains the reasons behind the high and low performance levels of your people, and helps you manage the key factors that affect these performance levels, such as: role clarity; competence; values; environment; preference fit; and rewards and feedback. Presented in a clear and easy-to-understand 'performance model', these key performance factors are the focus of this book." -- BOOK JACKET |
| Notes |
Includes index |
| Bibliography |
Bibliography: pages 173-174 |
| Subject |
Teams in the workplace.
|
|
Personnel management.
|
| Author |
Smith, Neville, 1940 June 3-
|
|
Millership, Anne.
|
| LC no. |
00002291 |
| ISBN |
1740096169 paperback |
|
