• Produktbild: Unlocking High Performance
  • Produktbild: Unlocking High Performance

Unlocking High Performance How to use performance management to engage and empower employees to reach their full potential

55,99 €

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

03.10.2018

Verlag

Kogan Page Ltd

Seitenzahl

248

Maße (L/B/H)

23,4/15,6/1,4 cm

Gewicht

380 g

Auflage

1

Sprache

Englisch

ISBN

978-0-7494-8329-6

Beschreibung

Rezension

"In Unlocking High Performance , Jason Lauritsen greets us with a hopeful, affirming message: work can be much better - more challenging and more fulfilling - if we do things a bit differently. He shows how common practices like annual performance appraisals may be holding you back - and how you can improve employee engagement and bring excitement and productivity back to the workplace." ("Daniel H. Pink, author of When and Drive")
"Jason captures the ways in which organizations can help employees find meaning in their work by building stronger relationships and creating a workplace culture grounded in trust, respect, recognition, and humanity. If you want to inspire and motivate your employees to do the best work of their lives, then you should read this book." ("Derek Irvine, Head of Strategy and Consulting, Globoforce")
"Jason understands the interworking of even the most complex organizations and cuts to the heart of the matter - life is about relationships and work is no exception." ("Ryan Picarella - President, The Wellness Council of America (WELCOA)")
" Unlocking High Performance is a field manual for leaders and HR practitioners seeking to create workplaces that attract, retain and develop the talent required by any successful and competitive business. Leaders can always choose to do the hard work to get it right. Reading this book is a great way to either begin or remain on that path." ("Joni Thomas Doolin, Founder & CEO, People Report & TDn2K")
"Jason Lauritsen shows you how to deliver on the original promise of performance management. It's not about bureaucratic documentation; it's about making work better and creating better workers." ("David Burkus, author of Friend of a Friend and Under New Management")
"Performance management has failed because its view of what makes people successful is far too limited. Jason takes a much more expansive and holistic view and shows how it is truly possible for people to love their work and flourish, so their employers can grow and thrive as well." ("Steve Smith, Partner, The Starr Conspiracy")

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

03.10.2018

Verlag

Kogan Page Ltd

Seitenzahl

248

Maße (L/B/H)

23,4/15,6/1,4 cm

Gewicht

380 g

Auflage

1

Sprache

Englisch

ISBN

978-0-7494-8329-6

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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Die Leseprobe wird geladen.
  • Produktbild: Unlocking High Performance
  • Produktbild: Unlocking High Performance
    • Section - ONE: Work is broken and employees are paying the price;
      • Chapter - 01: The shortcomings of ‘best practice’ and traditional performance management;
      • Chapter - 02: Work is a relationship, not a contract;
      • Chapter - 03: Rethinking performance management;
    • Section - TWO: Performance planning;
      • Chapter - 04: Creating clear expectations and goals;
      • Chapter - 05: Defining behavioural expectations;
      • Chapter - 06: Putting the 'why' and 'how' in expectations;
    • Section - THREE: Performance cultivation;
      • Chapter - 07: Motivation;
      • Chapter - 08: Recognition and appreciation;
      • Chapter - 09: Wellbeing and inclusion;
      • Chapter - 10: Removing obstacles;
    • Section - FOUR: Performance accountability;
      • Chapter - 11: Fixing feedback;
      • Chapter - 12: A new approach to feedback;
      • Chapter - 13: Measurement and ratings;
      • Chapter - 14: The role of reflection;
      • Chapter - 15: Confronting performance issues;
    • Section - FIVE: Building a sustainable and effective performance management system;
      • Chapter - 16: Making immediate improvements;
      • Chapter - 17: Getting buy-in for change and recruiting a design team;
      • Chapter - 18: The design process and avoiding the best practice trap;
      • Chapter - 19: Developing and testing your performance management system;
      • Chapter - 20: Implementation your new performance management system