Absolute system, 83
Amani, Mo, 11, 22, 37, 66, 112
American Management Association survey, 97
Association to Advance Collegiate School of Businesses (AACSB), 58
Behavioral approach
example, 87
for measuring performance, 81–84
tools for, 85–86
Biases, 43
British Chartered Institute Personnel and Development, 8
Certified Management Accountant (CMA), 58
Certified Public Accountant (CPA), 58
Coaching process, 8
Comparative system, measurement of, 82–83
Competencies, 81–82
Contextual performance, 22
Critical incident, 42–43
Critical task behavioral monitoring system, 84
example, 88
Declarative knowledge, 22
Delivery stage, steps in feedback, 101–103
Deming, Edward, 10
Differentiating competencies, 82
Documentation, 90–91
Drive: The Surprising Truth about What Motivates Us, 24–25
Employee
appraisal, 98
managing of, 2
motivation, 97
positive feedback, 96
self-evaluation, 98
Employee Assistance Programs (EAP), 26
Employee perspective
feedback after evaluation, 95
goal setting, 69
job analysis, 33
job descriptions, 47
leadership style, 1
management style, 1
performance, 21
performance appraisal, 79
Equal Employment Opportunity Commission (EEOC), 99
Expectancy theory, 27
Feedback
annual or periodic, 97–98
effective, 99
employee perspective, 95
manager
after evaluation, 96–97
perspective, 95–96
preparation for, 100
simple, 105
steps in giving, 99–104
ways of, 98–99
Forced distribution, 83
Goal setting, 69–76
employee
motivation, 70–71
perspective, 69
manager perspective, 69
methods of, 71–72
SMARTER, template, 75
unexpected consequences of, 74–76
ways of, 72–74
Hoshin Kanri, 73–74
Human resource management department, 105
outcomes of, 14
versus personnel department, in Performance Leadership™, 113
The Human Side of Enterprise (McGregor), 34
Incentives, 23–24
Indicators, 82
Interpersonal facilitation, 22
Interview method, 40–41
Job
activities, 35
components, 48
dedication, 22
definition of, 35
elements of, 35
enlargement, 49
enrichment, 49
performance, 7–10
scope of, 44
Job analysis, 33
critical questions in, 40–41
definition of, 35–37
to design a job, 44
employee perspective, 33
information gathered, 43–44
manager perspective, 33
methods for, 39–43
need of, 34
steps in, 37–39
benefit of, 53–54
employee perspective, 47
example, 55–57
manager perspective, 47
need of, 47–48
purpose of, 48
template, 51–52
three-step, 50
Job design
definition of, 44
need of, 34
using job analysis, 44
Job specifications, 54–65, 115
definition of, 54
example, 61–64
need of, 47–48
template, 59–60
Leadership
definition of, 1
styles, 1
employee perspective, 1
manager perspective, 1–2
Management by objectives (MBO), 73
Management style, 1
employee perspective, 1
as issue, 2
manager perspective, 1–2
Manager perspective
feedback after evaluation, 95–96
goal setting, 69
job analysis, 33
job descriptions, 47
leadership style, 2
management style, 2
performance, 21
performance appraisal, 79
Maslow’s hierarchy of needs, 24–25
Mentoring process, 8
Motivation, 23
internal process, 11
Multisource feedback. See 360-degree evaluation format
Observation method, 41
Occupational Information Network (O*Net), 48
Organizational citizenship behavior. See Contextual performance
Organizational culture, in Performance Leadership™, 112–113
Pathway to behavior, value of, 25–26
Performance
contextual, 22
definition of, 21–28
employee perspective, 21
manager perspective, 21
processes leading to, 25
task, 22–23
Performance appraisal, 9–10, 91
documentation, 90–91
employee perspective, 79
manager perspective, 79
need of, 10–11
Performance Leadership System™, role of, 90
Performance evaluation
360-degree format, 88–89
behavioral approach, 81–84, 85–86, 87, 88
fit in Performance Leadership System™, 79–80
Performance Leadership System™, role of, 90
trait approach, 80–81
Performance Leadership Style™, 2–4
Performance Leadership System™, 34, 48, 115
appraisal/evaluation, role in, 90
benefits of, 15
circular nature of, 36
creating and sustaining, 7
feedback. See Feedback
functionality of, 14–16
goal setting. See Goal setting
job analysis. See Job analysis
job descriptions. See Job descriptions
job performance, analyzing and measuring, 7–10
job specifications. See Job specifications
as management style, 2–4
performance appraisal. See Performance appraisal
performance appraisal, need of, 10–11
performance evaluation. See Performance evaluation
performance measurement, 11–14
steps in, 12–13
uses of, 4–7
Performance Leadership™, 22
issues in
organizational culture, 112–113
personnel versus human resource management, 113
person–organization fit, 114–115
problem solving using, 115–117
time, 113–114
top management support, 110
trust, fairness, and justice, 110–111
problem solving using, 16–17, 28–31, 45–46, 65–67, 76–77, 91–92, 105–107
Performance management, 2–4
Person-determined changes, 38–39
Personnel versus human resource management, in Performance Leadership™, 113
Person–organization fit, in Performance Leadership™, 114–115
Preparation stage, steps in feedback, 99–101
Procedural knowledge, 22–23
Productivity, 21
Raters, 82
Results approach, for measuring performance, 84, 88
Self-actualization, 24
Simple rank order, 83
Situation-determined changes, 39
Skills, knowledge, and abilities (SKAs), 48
The Smartest Guys in the Room: The Amazing Rise and Scandalous Fall of Enron, 115
Task performance, 22–23
Team goals, 72
360-degree evaluation format, for measuring performance, 88–89
Threshold competencies, 82
Time-determined changes, 38
Time, in Performance Leadership™, 113–114
Top management support, in Performance Leadership™, 110
Trait approach, for measuring performance, 80–81
Transitional stage, steps in feedback, 103–104
Trust, fairness, and justice, in Performance Leadership™, 110–111
Validity, definition of, 12
Work sampling, 42