Most managers hate conducting performance appraisal discussions. What's worse, few feel confident in their ability to accurately assess the performance of a subordinate. In The Performance Appraisal Question and Answer Book, expert Dick Grote answers over 100 of the most common -- and most difficult -- questions about this vitally important but often misunderstood and misused tool, including:* How should I react when an employee starts crying during the appraisal discussion . . . or gets mad at me?* Which is more important -- the results the person achieved or the way she went about doing the.

"Pay for performance" has become a buzzword for the 1990s, as U.S. organizations seek ways to boost employee productivity. The new emphasis on performance appraisal and merit pay calls for a thorough examination of their effectiveness. Pay for Performance is the best resource to date on the issues of whether these concepts work and how they can be applied most effectively in the workplace. This important book looks at performance appraisal and pay practices in the private sector and describes whetherâ€"and howâ€"private industry experience is relevant to federal pay reform. It focuses on the needs of the federal government, exploring how the federal pay system evolved; available evidence on federal employee attitudes toward their work, their pay, and their reputation with the public; and the complicating and pervasive factor of politics.

The Career Development Officer -- Management Information Record Card -- Career Development in the Foreign and Commonwealth Office -- Career Development for Specialists -- Need for Systematic Consultation -- 14 Towards the Future -- Pros and Cons of Confidential Reports -- Trend Towards Greater openness -- The Appraisal Interview Compromise -- A Step-by-Step Approach -- Open Reporting Experiment in the Post Office -- Example of an Open Reporting System -- Relationshipbetween reports and Promotion Board results -- Illustrations from the appraisal files -- Possibilities of Self-Appraisal -- Self-Appraisal in One Organisation -- Participative Appraisal in Another Organisation -- Early Identification of Management Potential -- 15 Conclusions and Implications -- Appendices -- 1 Unilever Report Form for Managers and Specialists -- 2 Civil Service Model Report Form B -- 3A and 3B Forms for Assessment of JAR Training Courses -- 4 Evaluation Questionnaire for Appraisees -- 5 Evaluation Questionnaire for Appraisers -- 6 Staff Report Summary Sheet -- 7 Evaluation Exercises: Covering Note for Appraisee Questionnaire -- 8 Staff Report Form Used by a Provincial Police Force -- 9 Specimen Appraisal Form, Embodying Self-Appraisal -- Glossary -- References -- Index

Do you supervise people? If so, this book is for you. One of a manager’s toughest—and most important—responsibilities is to evaluate an employee’s performance, providing honest feedback and clarifying what they’ve done well and where they need to improve. In How to Be Good at Performance Appraisals, Dick Grote provides a concise, hands-on guide to succeeding at every step of the performance appraisal process—no matter what performance management system your organization uses. Through step-by-step instructions, examples, do-and-don’t bullet lists, sample dialogues, and suggested scripts, he shows you how to handle every appraisal activity from setting goals and defining job responsibilities to evaluating performance quality and discussing the performance evaluation face-to-face. Based on decades of experience guiding managers through their biggest challenges, Grote helps answer the questions he hears most often: • How do I set goals effectively? How many goals should someone set? • How do I evaluate a person’s behaviors? Which counts more, behaviors or results? • How do I determine the right performance appraisal rating? How do I explain my rating to a skeptical employee? • How do I tell someone she’s not meeting my expectations? How do I deliver bad news? Grote also explains how to tackle other thorny performance management tasks, including determining compensation and terminating poor performers. In accessible and useful language, How to Be Good at Performance Appraisals will help you handle performance appraisals confidently and successfully, no matter the size or culture of your organization. It’s the one book you need to excel at this daunting yet critical task.

Regular staff reviews will help an organisation to be effective and efficient (and hence more profitable), and will help the individual employee gain more job satisfaction. A satisfied employee is going to work better; a more profitable company means a happier boss. It's that simple. This book is a thorough, comprehensive guide for anyone involved in staff reviews. It covers: *Conducting appraisals in an open organisation with a narrative focus *Appraisal skills - interview techniques and listening and counselling skills *Eight rules for successful negotiation *The role of job analysis, job description and person specification *Different types of appraisal *Preparing for the appraisal * Conducting the interview and evaluating the appraisal *What can go wrong and what to watch out for *Resolving conflict. Thoroughly revised and updated edition.

A handbook designed to help the appraiser in selecting phrases and words that accurately describe a broad range of critical rating factors.