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North Castle Books


Performance Management: Concepts, Skills, and Exercises, Second Edition
Authored by: Robert L. Cardy; Brian Leonard
 





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Cloth ISBN: 978-0-7656-2657-8 Paper ISBN: 978-0-7656-2658-5
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Available to all countries
  
 
Information: 280pp. Tables, figures, bibliographic references, index, online instructor's manual and test bank.
Publication Date: March 2011.  

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Description: Designed as a primary text for courses on Performance Appraisal or Performance Management, this comprehensive book provides an engaging examination of the entire process of performance management. It balances concepts with practical skill-based exercises, and gives readers both an understanding of performance management and the ability to manage performance.

The book is organized around a straightforward model of performance management that includes defining performance, diagnosis, evaluation, feedback, and improving performance. For this edition each chapter now begins with an opening real-life vignette that demonstrates the relevance of that chapter's content. More than 80 new Skill-Builder exercises are included, and Skill-Builders are now identified as either basic or advanced to help instructors assign material. A new chapter considers the organizational context in which performance management takes place, and the coverage of factors for improving performance has been expanded. An online Instructor's Manual is available to adopters.

An online instructor's manual is available to adopters and PowerPoint presentations prepared by the authors can be found at www.effectiveperformancemanagement.com


Selected Contents:

Preface

1. The Performance Management Process: An Overview

2. Organizational Context
Opening Example: Just Lay Low
Overview Section
Strategic Context
Horizontal Context
Administrative Context
Opening Example Revisited
Application Section
Basic Skill Builder 2.1: Placing Value on Values
Basic Skill Builder 2.2: Creating Core Value for You Inc
Basic Skill Builder 2.3: Giving Lip Service to Core Values
Basic Skill Builder 2.4: Business Level Strategies: Your Brand
Basic Skill Builder 2.5: Balancing the Balanced Scorecard
Basic Skill Builder 2.6: Horizontal Context Revisited
Advanced Skill Builder 2.1: Standing Out in a Crowd
Advanced Skill Builder 2.2: Rank 'em & Yank 'em
Advanced Skill Builder 2.3: Fire 'em All
Advanced Skill Builder 2.4: The Personality Filter
Advanced Skill Builder 2.5: Vertical Integration of Employee Morale
Advanced Skill Builder 2.6: Values That Guide Decision Making

3. Performance
Opening Example: This Company Is Not a Democracy!
Overview Section
Job Analysis
Criteria
Opening Example Revisited
Application Section
Basic Skill Builder 3.1: When the Customer is Truly #1
Basic Skill Builder 3.2: Teaching Your Dog to C-I-T
Basic Skill Builder 3.3: Power to the People
Basic Skill Builder 3.4: A Governmental Value Equation
Basic Skill Builder 3.5: The Serious Business of Playing Restaurant Roles
Basic Skill Builder 3.6: Where the Values Rubber Meets the Road
Advanced Skill Builder 3.1: Let's Get Behavioral
Advanced Skill Builder 3.2: Outcomes vs. Behaviors at WidgetCo
Advanced Skill Builder 3.3: Grilling Different Ultimate Criteria
Advanced Skill Builder 3.4: When You're on a Role, Just Go With It
Advanced Skill Builder 3.5: Beware the Source of the Domain
Advanced Skill Builder 3.6: Is Money the Best Motivator?

4. Diagnosis
Opening Example: Let's Just Skip It
Overview Section
Observation
Causes of Performance
Opening Example Revisited
Application Section
Basic Skill Builder 4.1: It Pays to Pay Attention in Class
Basic Skill Builder 4.2: Making Sense of Observations
Basic Skill Builder 4.3: Using the Observation Cube in the Classroom
Basic Skill Builder 4.4: Documenting the Observation Cube
Basic Skill Builder 4.5: The Observation Cube . . . Now What?
Basic Skill Builder 4.6: Multiple Options for Observers
Advanced Skill Builder 4.1: Understanding System Factors
Advanced Skill Builder 4.2: Ability to Measure Ability
Advanced Skill Builder 4.3: People vs. Systems
Advanced Skill Builder 4.4: Peak Performance Mind Tricks
Advanced Skill Builder 4.5: Flexibility at the Cost of Observing Performance
Advanced Skill Builder 4.6: Putting the Observation Cube to Work

5. Evaluation
Opening Example: Are You Feeling Lucky? Well, Are Ya?
Overview Section
Performance Evaluation: What Is It?
Common Performance Characteristics
Common Standards
Application Section
Basic Skill Builder 5.1: Practicing Frame of Reference (FOR) Training
Basic Skill Builder 5.2: Consultant for a Day
Basic Skill Builder 5.3: Change the Player or Change the Game
Basic Skill Builder 5.4: When the Weatherman is Always Wrong
Basic Skill Builder 5.5: Evaluations for BIG Egos
Basic Skill Builder 5.6: Sin or Sickness
Advanced Skill Builder 5.1: Practice Makes Perfect with FOR Training
Advanced Skill Builder 5.2: The Tortoise and the Hare
Advanced Skill Builder 5.3: Measuring with Meters vs. Yards
Advanced Skill Builder 5.4: Varying Frames of Reference
Advanced Skill Builder 5.5: Thinking Inside the Box
Advanced Skill Builder 5.6: Is Setting Goals Enough?

6. Feedback
Opening Example: You Can Be Replaced
Overview Section
Focus of Feedback
Timeliness and Frequency
Opening Example Revisited
Application Section
Basic Skill Builder 6.1: Building the Feedback Habits
Basic Skill Builder 6.2: Evaluating the Performance Feedback Session
Basic Skill Builder 6.3: All FOR One and One FOR All
Basic Skill Builder 6.4: Timing is Everything
Basic Skill Builder 6.5: It's Not What You Say, It's How You Say It
Basic Skill Builder 6.6: There is no "I" in Team
Advanced Skill Builder 6.1: Feed Me More
Advanced Skill Builder 6.2: If You Can't Measure It, You Can't Improve It
Advanced Skill Builder 6.3: Is It Honesty or Disrespect?
Advanced Skill Builder 6.4: The Subject of Subjectivity
Advanced Skill Builder 6.5: Performance Management Software
Advanced Skill Builder 6.6: Setting the Bar Too High
Advanced Skill Builder 6.7: Choosing Your Style

7. Dealing with Feedback
Opening Example: I've Heard Enough!
Overview Section
Delivering Feedback
Receiving Feedback
Feedback from Multiple Sources
Opening Example Revisited
Application Section
Basic Skill Builder 7.1: Eliminating Evaluator Effect
Basic Skill Builder 7.2: Paraphrasing to Understand: Active Listening
Basic Skill Builder 7.3: The Feedback Sandwich
Basic Skill Builder 7.4: Building Self-Efficacy Around Self-Efficacy
Basic Skill Builder 7.5: Focusing on Actions
Basic Skill Builder 7.6: How I Like Thee: Let Me Count the Ways
Advanced Skill Builder 7.1: Ask and Ye Shall Receive
Advanced Skill Builder 7.2: The No Complaint Zone
Advanced Skill Builder 7.3: Giving Them Tough Love
Advanced Skill Builder 7.4: Which Direction and How Much Focus
Advanced Skill Builder 7.5: Judge the Behavior, Not the Behaver
Advanced Skill Builder 7.6: 360 Degrees of Feedback

8. Improving Performance
Opening Example: A Matter of Survival
Overview Section
Categories of Factors
Opening Example Revisited
Application Section
Basic Skill Builder 8.1: Making Lemonade Out of Expectancy
Basic Skill Builder 8.2: SMART Practice Makes Perfect
Basic Skill Builder 8.3: C Students and Motivation
Basic Skill Builder 8.4: Squeezing More Lemonade Out of the Expectancy Model
Basic Skill Builder 8.5: Exposing the Wizard Behind the Curtain
Basic Skill Builder 8.6: Motivation Can Be Mathematical
Advanced Skill Builder 8.1: A Formula for Motivation
Advanced Skill Builder 8.2: I Love Lucy: A Case Study
Advanced Skill Builder 8.3: The Carrot or the Stick
Advanced Skill Builder 8.4: It All Comes Back to ROI
Advanced Skill Builder 8.5: Setting Goals as a Goal
Advanced Skill Builder 8.6: Balancing Artistry and Business

Epilogue: Final Thoughts

Appendix I: Skill Builder Summary
References
Index
About the Authors

Comment(s): "This text should be an integral part of any human resource management or general management curriculum and fits well within a senior undergraduate, MBA, or doctoral level course. The practical examples, cases, and exercises provide readers with the tools to effectively apply performance management concepts within a wide range of organizational contexts." -- Kevin G. Love, Central Michigan University

"The authors thoughtfully present a management calculus for combining formal processes with organization values and proven coaching techniques to bridge the gap between strategy, process/technology, and employee performance. The book offers a compelling framework for understanding the drivers of performance and practical management tools to diagnose, design, and deliver the system for optimizing human performance. Performance Management is a must read for the student or the veteran manager who desires to master the skills to be an outstanding, performance leader." -- Richard Sibbernsen, VP of Human Resource Management, AT&T (retired)

"This book is a valuable resource for students, faculty and practitioners interested in the practice of effective performance management. Its integrated approach weaves together the theory and practice of performance management with thought-provoking exercises and activities that bring concepts to life in a meaningful way. The authors' comprehensive approach will challenge and enlighten audiences from the undergraduate student to the experienced manager." -- Janice S. Miller, University of Wisconsin-Milwaukee

"Bob Cardy has a long and distinguished career in understanding, teaching, and writing about the performance management process. I recommend this highly readable book to anyone interested in gaining a comprehensive understanding of performance management with a focus on application to real-life practical organizational situations." -- Ken Carson, Geneva College



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