000			03722cam a2200313 i 4500
999			_c28459 _d28459
001			BD-DhNSU-28459
003			BD-DhNSU
005			20190527132256.0
008			190527s2018 enk b 001 0 eng|d
020			_a9780749483296
040			_aDLC _cBD-DhNSU _dBD-DhNSU
041			_aeng
050	0	0	_aHF5549.5.P37 _bL38 2018
082	0	0	_a658.3/12 _223
100	1		_aLauritsen, Jason, _9785
245	1	0	_aUnlocking high performance : _bhow to use performance management to engage and empower employees to reach their full potential / _cJason Lauritsen.
260			_aLondon ; _aNew York : _bKogan Page, _c2018.
300			_axv, 228 p. ; _c24 cm.
504			_aIncludes bibliographical references and index.
505			_aSection - ONE: Work is broken and employees are paying the price; Chapter - 01: The shortcomings of `best practice' and traditional performance management; Chapter - 02: Work is a relationship, not a contract; Chapter - 03: Rethinking performance management; Section - TWO: Performance planning; Chapter - 04: Creating clear expectations and goals; Chapter - 05: Defining behavioural expectations; Chapter - 06: Putting the 'why' and 'how' in expectations; Section - THREE: Performance cultivation; Chapter - 07: Motivation; Chapter - 08: Recognition and appreciation; Chapter - 09: Wellbeing and inclusion; Chapter - 10: Removing obstacles; Section - FOUR: Performance accountability; Chapter - 11: Fixing feedback; Chapter - 12: A new approach to feedback; Chapter - 13: Measurement and ratings; Chapter - 14: The role of reflection; Chapter - 15: Confronting performance issues; Section - FIVE: Building a sustainable and effective performance management system; Chapter - 16: Making immediate improvements; Chapter - 17: Getting buy-in for change and recruiting a design team; Chapter - 18: The design process and avoiding the best practice trap; Chapter - 19: Developing and testing your performance management system; Chapter - 20: Implementation your new performance management system
520			_aTraditional 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. 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.
526	0		_aBusiness
526	0		_aManagement
590			_aNuri Mahajabi
650		0	_aPerformance technology. _9792
650		0	_aPerformance. _9793
650		0	_aPersonnel management. _9740
942			_2lcc _cBK