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)
[1] The "performance challenge" (p3-6)
(1) The client-centered organization
(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
[2] The "performance alignment" process (p4-11)
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)
(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)
Steps 1 and 2 are the responsibility of the organization,
while steps 3 through 7 are the responsibility of managers
and employees!
[3] Developing leadership effectiveness --- FOUR COMPETENCIES
of "effective leaders" (p11)
(1) Critical reflective skills
(2) Strategic thinking skills
(3) Interpersonal skills
(4) Performance-enhancing skills
[4] THREE PRINCIPLES of "performance improvement" (p12-15)
Many employees fail to perform adequately because of THREE
PRINCIPLES of performance improvement ---
(1) "Performance/Reward Disconnect" --- when there
is a "disconnect"
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!"
WHY EMPLOYEES AND ORGANIZATIONS FAIL TO
ACHIEVE DESIRED PERFORMANCE RESULTS (p14-15)
[5] Conclusion (p16)
[6] Performance alignment model (p18)
2) Conducting "stakeholder valuations" (p19-36)
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)
[2] Using executive coaching to develop leadership effectiveness skills (p170)
10) Creating "virtual teams" (p172-189)
11) Beyond the "learning organization" (p190-206)
APPENDIX --- Performance Coaching "Inventory" (p207-218)
SEVEN COMPETENCIES OF PERFORMANCE
COACHING BY GOOD MANAGERS (p207-209)
[1] Synergistic Relationships
[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)
REFERENCES (p233-234)
INDEX (p235-240)