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The end of the performance review : ...

Baker, Tim,

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The end of the performance review : = a new approach to appraising employee performance /

Record Type:	Electronic resources : Monograph/item
Title/Author:	The end of the performance review :/ Tim Baker.
Reminder of title:	a new approach to appraising employee performance /
remainder title:	New approach to appraising employee performance
Author:	Baker, Tim,
Description:	1 online resource (xvi, 239 pages) :illustrations
Notes:	Includes index.
[NT 15003449]:	1. Abolish the Standard Performance Review -- 2. The 5 Conversations Framework -- 3. The Climate Review Conversation -- 4. Moving from Job-Focus to Performance-Focus -- 5. Bye Bye Job Description -- 6. The Strengths and Talents Conversation -- 7. The Opportunities for Growth Conversation -- 8. The Learning and Development Conversation -- 9. The Innovation and Continuous Improvement Conversation -- 10. Implementing the 5 Conversations Framework -- 11. The Final Conversation.
Subject:	Employees - Rating of. -
Online resource:	http://link.springer.com/10.1057/9781137347503
ISBN:	1137347503 (electronic bk.)

The end of the performance review : = a new approach to appraising employee performance /
Baker, Tim,

The end of the performance review :a new approach to appraising employee performance /New approach to appraising employee performanceTim Baker. - 1 online resource (xvi, 239 pages) :illustrations

Includes index.

1. Abolish the Standard Performance Review -- 2. The 5 Conversations Framework -- 3. The Climate Review Conversation -- 4. Moving from Job-Focus to Performance-Focus -- 5. Bye Bye Job Description -- 6. The Strengths and Talents Conversation -- 7. The Opportunities for Growth Conversation -- 8. The Learning and Development Conversation -- 9. The Innovation and Continuous Improvement Conversation -- 10. Implementing the 5 Conversations Framework -- 11. The Final Conversation.

Most organizational leaders are locked into conducting annual or bi-annual performance reviews with their staff, even though they know the system is not working. Performance reviews are costly, time consuming and often a one-way monologue without follow-up. Organizations need an entirely new approach to managing performance. The End of the Performance Review is a thoroughly tested, distinctive alternative that draws on well-established principles of organizational behaviour. Based around Tim Baker's unique 'Five Conversations', each lasting ten minutes, the reader is offered a new model for performance management that better reflects the changing needs of employees and organizations. With a timely focus on fostering innovation, the book is practical and easy to use - featuring case studies, interviews and useful templates.

ISBN: 1137347503 (electronic bk.)

Source: 685650Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

648124
Employees
--Rating of.Index Terms--Genre/Form:

542853
Electronic books.

LC Class. No.: HF5549.5.R3

Dewey Class. No.: 658.3/125

The end of the performance review : = a new approach to appraising employee performance /
LDR:02970cmm a2200433Ki 4500 001 1949770
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020 $a 9781137347503 (electronic bk.)
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100 1 $a Baker, Tim, $e author. $3 3647901
245 1 4 $a The end of the performance review : $b a new approach to appraising employee performance / $c Tim Baker.
246 3 0 $a New approach to appraising employee performance
264 1 $a [Basingstoke?] : $b Palgrave Macmillan, $c 2013.
300 $a 1 online resource (xvi, 239 pages) : $b illustrations
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Includes index.
505 0 $a 1. Abolish the Standard Performance Review -- 2. The 5 Conversations Framework -- 3. The Climate Review Conversation -- 4. Moving from Job-Focus to Performance-Focus -- 5. Bye Bye Job Description -- 6. The Strengths and Talents Conversation -- 7. The Opportunities for Growth Conversation -- 8. The Learning and Development Conversation -- 9. The Innovation and Continuous Improvement Conversation -- 10. Implementing the 5 Conversations Framework -- 11. The Final Conversation.
520 $a Most organizational leaders are locked into conducting annual or bi-annual performance reviews with their staff, even though they know the system is not working. Performance reviews are costly, time consuming and often a one-way monologue without follow-up. Organizations need an entirely new approach to managing performance. The End of the Performance Review is a thoroughly tested, distinctive alternative that draws on well-established principles of organizational behaviour. Based around Tim Baker's unique 'Five Conversations', each lasting ten minutes, the reader is offered a new model for performance management that better reflects the changing needs of employees and organizations. With a timely focus on fostering innovation, the book is practical and easy to use - featuring case studies, interviews and useful templates.
588 $a Description based on online resource; title from title details screen (Palgrave Connect, viewed Oct. 21, 2013).
650 0 $a Employees $x Rating of. $3 648124
650 0 $a Job analysis. $3 787972
650 0 $a Performance. $3 549181
650 7 $a BUSINESS & ECONOMICS / Industrial Management $2 bisacsh $3 1599405
650 7 $a BUSINESS & ECONOMICS / Management Science $2 bisacsh $3 1598988
650 7 $a BUSINESS & ECONOMICS / Management $2 bisacsh $3 1599125
650 7 $a BUSINESS & ECONOMICS / Organizational Behavior $2 bisacsh $3 1599406
650 7 $a Business and Management $2 eflch $3 1977827
650 7 $a Knowledge management $3 997001
655 4 $a Electronic books. $2 lcsh $3 542853
776 1 8 $a Baker, Tim. $t End of the performance review. $d Basingstoke : Palgrave macmillan, 2013 $z 9781137347497 $w (OCoLC)862128313
856 4 0 $3 Palgrave Connect $u http://link.springer.com/10.1057/9781137347503