A Manager's Guide to Improving Workplace Performance

by Roger CHEVALIER

Overview

This book offers a practical, step-by-step approach to guiding employees to excellence by analyzing their problem areas, developing creative solutions, and implementing change.

While many supervisors know how to identify flaws in their employees' performance, only the best managers truly know what it takes to fix the problem. Employee performance expert Roger Chevalier has helped thousands of managers and human resources professionals to bring out the best in their workers.

Using case studies and real-life examples, Chevalier shows supervisors how to take their employees from good to great by:

• using tools like the Performance Coaching Process,
• Performance Counseling Guide, and Performance Analysis Worksheets
• tailoring the amount of direction and support to an employee's specific abilities and motivations
• applying the Situational Leadership model to teams and individual employees.

Practical and authoritative, A Manager's Guide to Improving Workplace Performance offers a positive, yet realistic solution for one of the greatest workplace challenges facing managers.

Product Details

ISBN-13:	9780814474181
Publisher:	AMACOM
Publication date:	03/08/2007
Pages:	224
Product dimensions:	7.50(w) x 9.25(h) x 0.50(d)
Age Range:	17 Years

About the Author

Roger Chevalier (Rohnert Park, CA) has nearly 30 years of experience as an expert in employee performance and training. He was the Director of Certification for the International Society for Performance Improvement (ISPI) until 2006.

Table of Contents

Contents

Foreword by Marshall Goldsmith vii

Acknowledgments ix

Introduction 1

SECTION 1: DEVELOPING THE TEAM 5

Chapter 1: The Manager as Coach 7

Chapter 2: The Manager as Leader 23

Chapter 3: The Manager as Counselor 39

Chapter 4: Motivating Your Players 53

Chapter 5: Developing Teamwork 73

SECTION 2: IDENTIFYING AND REMOVING BARRIERS TO PERFORMANCE 87

Chapter 6: Defining the Performance Gap 89

Chapter 7: Identifying the Causes of Performance Problems 101

Chapter 8: A Performance-Assessment Case Study 117

Chapter 9: Selecting the Best Solutions 131

Chapter 10: Managing Change 143

Chapter 11: Evaluating the Results of Performance-Improvement

Initiatives 155

Chapter 12: The Manager as Change Agent: A Case Study 169

SECTION 3: SYNERGY 181

Chapter 13: Using All the Tools 183

Resources and Additional Reading 201

Index 205

About the Author 211

Editorial Reviews

..".this book could easily serve as a textbook for company courses designed to provide managers with better employee management skills." -- BPTrends

."..this book could easily serve as a textbook for company courses designed to provide managers with better employee management skills." -- BPTrends

"With this book, Chevalier deftly bridges the gap between the practice (and jargon) of human performance technology (HPT) and the day-to-day work of line managers." Performance Improvement

“With this book, Chevalier deftly bridges the gap between the practice (and jargon) of human performance technology (HPT) and the day–to-day work of line managers.” Performance Improvement

"...this book could easily serve as a textbook for company courses designed to provide managers with better employee management skills." -- BPTrends

.,."this book could easily serve as a textbook for company courses designed to provide managers with better employee management skills." -- BPTrends

"With this book, Chevalier deftly bridges the gap between the practice (and jargon) of human performance technology (HPT) and the day-to-day work of line managers." Performance Improvement

From the Publisher