THE PERFORMANCE CHALLENGE --- DEVELOPING MANAGEMENT SYSTEMS TO MAKE EMPLOYEES YOUR ORGANIZATION'S GREATEST ASSET by Jerry W. Gilley, Nathaniel W. Boughton and Ann Maycunich. Perseus Books, 1999
LIST OF FIGURES (pix-x)
ACKNOWLEDGMENTS (pxi)
1) WHY organizations and employees fail to achieve desired results! (p1-16)
APPENDIX --- Performance Coaching Inventory (p207-218)
[1] The "performance challenge" (p3-6)
2) Conducting "stakeholder valuations" (p19-36)
(1) The client-centered organization
[2] The "performance alignment" process (p4-11)
(2) Reengineering
(3) The consultative approach to management
(4) Coaching principles
(5) Performance appraisal and review
(6) Training and development
(7) Compensation and reward systems
The cornerstone of this approach to "performance management" is the Performance Alignment Model, which consists of SEVEN seperate but interrelated major components or steps required to "improve" employee and organizational "performance" (p4)
(1) Step 1: Conducting stakeholder valuation (p6)
Steps 1 and 2 are the responsibility of the organization, while steps 3 through 7 are the responsibility of managers and employees!
(2) Step 2: Improving job design (p6-7)
(3) Step 3: Establishing synergistic relationships (p7-8)
(4) Step 4: Applying performance coaching (p8-9)
(5) Step 5: Conducting developmental evaluations (p9)
(6) Step 6: Creating performance growth and development plans (p10)
(7) Step 7: Linking compensation and rewards to performance
growth and development (p10-11)
[3] Developing leadership effectiveness --- FOUR COMPETENCIES of "effective leaders" (p11)
(1) Critical reflective skills
[4] THREE PRINCIPLES of Performance Improvement (p12-15)
(2) Strategic thinking skills
(3) Interpersonal skills
(4) Performance-enhancing skills
Many employees fail to perform adequately because of THREE PRINCIPLES of performance improvement ---
(1) "Performance/Reward Disconnect" --- when there is a "disconnect"
WHY EMPLOYEES AND ORGANIZATIONS FAIL TO
between their work performance and the organization's overall performance (p12)
(2) "Performance Whitewashing" --- when managers treat ALL performance "results" the SAME and fail to communicate which results are the MOST important (p13)
(3) "Inspection Failure" --- when managers fail to inspect their work
employees are left on their own to produce results they perceive to be important to
the organization, since failure to prioritize or inspect performance outputs BOTH
lead to the same conclusion --- inadequate or disappointing performance and results!
In order to overcome disappointing performance, managers must link "expectations" with "inspection" --- see Chapter 5 = "Performance Coaching"
and Chapter 6 = "Developmental Evaluation"
Employees must know what is important to produce and understand that their
managers will be inspecting their "performance outputs!"
ACHIEVE DESIRED PERFORMANCE RESULTS (p14-15)
[5] Conclusion (p16)
[6] Performance alignment model (p18)
3) Improving "job design" (p37-52)
4) Establishing "synergistic relationships" (p53-70)
5) Applying "performance coaching" (p71-90)
6) Conducting "developmental evaluations" (p91-116)
7) Creating "performance growth" and "development plans" (p117-138)
8) Linking compensation and rewards to performance growth and development (p139-153)
9) Developing "leadership effectiveness" (p154-170)
[1] Leadership effectiveness model (p154-168)
10) Creating "virtual teams" (p172-189)
[2] Using executive coaching to develop leadership effectiveness skills (p170)
11) Beyond the "learning organization" (p190-206)
SEVEN COMPETENCIES OF PERFORMANCE
COACHING BY GOOD MANAGERS (p207-209)
[1] Synergistic Relationships
REFERENCES (p233-234)
[2] Training Employees
[3] Career Counseling
[4] Confronting Performance
[5] Mentoring Employees
[6] Enhancing Employees' Self-Esteem
[7] Rewarding Performance
(1) Manager's self-report (p211-218)
(2) Competency scoring sheet (p219)
(3) My manager report (p220-228)
(4) Competency scoring sheet (p229-231)
Performance coaching "competeency scales" (p230)
Performance coaching "pyramid" (p231)
INDEX (p235-240)
Return to: Leadership Category Abstracts