000			03366nam a2200229Ia 4500
003			OSt
005			20180523160333.0
008			140223b2013 xxu||||| |||| 00| 0 eng d
020			_a9781853397936
040			_c
082			_a658.312 _bAND
100			_aAnderson, Prinny _928198
245			_aPerformance Management: A Handbook for Small Business Banks and Microfinance Institutions
260			_aNew Delhi _bPractical Action Publishing _c2013
300			_a308p
500			_ach. 1 A strategic perspective on performance management Who `does' performance management? What the performance management system includes Supporting the business mission and culture Supporting key business activities Creating an HR strategy Specific strategies for specific performance management components Policies, procedures, and action plans Aligning HR strategy with the business strategy Conclusion ch. 2 Operational overview of performance management People management responsibilities Evolution of performance management systems Successes and problems in the performance management system ch. 3 Getting the right people in the right positions at the right time Job descriptions: defining the work Recruiting Roles and responsibilities Interviewing and selection: testing, interviewing, checking references Selection and job offers ch. 4 Making a good start On-boarding Contents note continued: Mentors and employee-partners Setting expectations and initial goals On-the-job training and coaching ch. 5 Sustaining performance Giving feedback and coaching Motivation, rewards, and incentives Training and education ch. 6 Evaluating performance Performance reviews Development planning ch. 7 Building on performance Career paths Individual career planning Career development High-potential programmes and succession planning ch. 8 Advancement Responsibilities for advancement The promotion process ch. 9 Managing performance problems Identifying the existence of the performance problem Analysing performance problems Addressing performance problems Termination ch. 10 Promote diversity and the advancement of women in the workplace Why promote diversity? Overview Factors specific to women's advancement Factors specific to promoting diversity Contents note continued: ch. 11 Tracking success - is the performance management system working? Dimensions of effectiveness How to evaluate the performance management system Evaluating the system for completeness and compliance Addressing compliance issues Evaluating the system for utility Evaluating the system for effectiveness ch. 12 Maintaining the strategic position of performance management Relevant terms and concepts Maintaining the link between HR and business strategy Putting performance management in business terms Building the business case for a performance management initiative Alliances and organizational support Communication with leaders and other constituencies Making changes
600			_aFinancial Services Industry - Personnel Management - Handbooks, Manuals, etc. _928199
600			_aMicrofinance - Management - Handbooks, Manuals, etc. _928200
600			_aPerformance - Management - Handbooks, Manuals, etc. _928201
942			_2ddc _cLB _k658.312 _mAND
999			_c73191 _d73191