MARC details
| 000 -LEADER |
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| fixed length control field |
03722cam a2200313 i 4500 |
| 001 - CONTROL NUMBER |
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| control field |
BD-DhNSU-28459 |
| 003 - CONTROL NUMBER IDENTIFIER |
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| control field |
BD-DhNSU |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
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| control field |
20190527132256.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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| fixed length control field |
190527s2018 enk b 001 0 eng|d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
|---|
| International Standard Book Number |
9780749483296 |
| 040 ## - CATALOGING SOURCE |
|---|
| Original cataloging agency |
DLC |
| Transcribing agency |
BD-DhNSU |
| Modifying agency |
BD-DhNSU |
| 041 ## - LANGUAGE CODE |
|---|
| Language code of text |
eng |
| 050 00 - LIBRARY OF CONGRESS CALL NUMBER |
|---|
| Classification number |
HF5549.5.P37 |
| Item number |
L38 2018 |
| 082 00 - DEWEY DECIMAL CLASSIFICATION NUMBER |
|---|
| Classification number |
658.3/12 |
| Edition number |
23 |
| 100 1# - MAIN ENTRY--PERSONAL NAME |
|---|
| Personal name |
Lauritsen, Jason, |
| -- |
785 |
| 245 10 - TITLE STATEMENT |
|---|
| Title |
Unlocking high performance : |
| Remainder of title |
how to use performance management to engage and empower employees to reach their full potential / |
| Statement of responsibility, etc. |
Jason Lauritsen. |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
|---|
| Place of publication, distribution, etc. |
London ; |
| -- |
New York : |
| Name of publisher, distributor, etc. |
Kogan Page, |
| Date of publication, distribution, etc. |
2018. |
| 300 ## - PHYSICAL DESCRIPTION |
|---|
| Extent |
xv, 228 p. ; |
| Dimensions |
24 cm. |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
|---|
| Bibliography, etc. note |
Includes bibliographical references and index. |
| 505 ## - FORMATTED CONTENTS NOTE |
|---|
| Table of Content (TOC) |
Section - ONE: Work is broken and employees are paying the price;<br/>Chapter - 01: The shortcomings of `best practice' and traditional performance management;<br/>Chapter - 02: Work is a relationship, not a contract;<br/>Chapter - 03: Rethinking performance management;<br/>Section - TWO: Performance planning;<br/>Chapter - 04: Creating clear expectations and goals;<br/>Chapter - 05: Defining behavioural expectations;<br/>Chapter - 06: Putting the 'why' and 'how' in expectations;<br/>Section - THREE: Performance cultivation;<br/>Chapter - 07: Motivation;<br/>Chapter - 08: Recognition and appreciation;<br/>Chapter - 09: Wellbeing and inclusion;<br/>Chapter - 10: Removing obstacles;<br/>Section - FOUR: Performance accountability;<br/>Chapter - 11: Fixing feedback;<br/>Chapter - 12: A new approach to feedback;<br/>Chapter - 13: Measurement and ratings;<br/>Chapter - 14: The role of reflection;<br/>Chapter - 15: Confronting performance issues;<br/>Section - FIVE: Building a sustainable and effective performance management system;<br/>Chapter - 16: Making immediate improvements;<br/>Chapter - 17: Getting buy-in for change and recruiting a design team;<br/>Chapter - 18: The design process and avoiding the best practice trap;<br/>Chapter - 19: Developing and testing your performance management system;<br/>Chapter - 20: Implementation your new performance management system |
| 520 ## - SUMMARY, ETC. |
|---|
| Summary, etc. |
Traditional performance management processes are often ineffective in increasing workforce engagement and fostering a positive employer-employee relationship. The established method of annually scoring employees against a list of static objectives can make employees feel undervalued and frustrated and can hinder, rather than advance, staff development. Unlocking High Performance shows you how to transform this process to get the best out of your workforce. It presents a new model for performance management based on the three components of planning, cultivation and accountability, and situates this process within the wider aims of promoting work as a healthy relationship between employer and employee rather than a restrictive contract to be complied with.<br/>Unlocking High Performance equips you with the tools needed to create clear expectations and goals, deliver feedback effectively, and to develop a culture of coaching rather than criticism. This book also provides practical guidance on how to identify and remove obstacles, effectively manage underperformance, and how to get buy-in for change. Packed with tips, tools, and examples from organizations including Vistaprint, NVIDIA and South Dakota State University, this book provides everything needed to design a performance management process which will improve employee experience, help them reach their full potential, and ultimately deliver exceptional business results.<br/> |
| 526 0# - STUDY PROGRAM INFORMATION NOTE |
|---|
| Program name |
Business |
| 526 0# - STUDY PROGRAM INFORMATION NOTE |
|---|
| Program name |
Management |
| 590 ## - LOCAL NOTE (RLIN) |
|---|
| Documentalist |
Nuri Mahajabi |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Performance technology. |
| -- |
792 |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Performance. |
| -- |
793 |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Personnel management. |
| -- |
740 |
| 999 ## - SYSTEM CONTROL NUMBERS (KOHA) |
|---|
| -- |
28459 |
| -- |
28459 |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
|---|
| Source of classification or shelving scheme |
lcc |
| Koha item type |
BK |
North South University Library OPAC