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Managing Employee Performance Problems
Synopses & Reviews
At some point every manager has to cope with people problems. From alcoholism to illiteracy, this book has a case study to help you learn how to handle 29 specific problem behaviors. With a view to the changing needs of the new workforce, you'll learn how to tell the difference between legitimate complaints and insubordination. Discover why your employees work and how to encourage good performance. Also included are tips on resolving disputes fairly. The real-world situations in these case studies provide practical solutions to boost performance in any organization.
A lifetime human resources professional takes a careful look at the changing needs of today's workforce. The author takes managers and new human resource professionals through case studies to demonstrate how to handle specific behavior with real-world solutions.
At some point every manager has to cope with people problems.
Table of Contents
Part 1: Responsibilities Chapter 1 Managing Employees Today Conflict & An Opportunity for Growth Carrying Out Decisions Legally and Fairly Chapter 2 RightsandResponsibilities in Managing Employee Job Performance: The Real Ball Game Resolving Workplace Conflict Adjusting Supervisory Style Corrective Actions Chapter 3 RightsandResponsibilities of Employees How to Complain Effectively An Employee's Privacy Rights Chapter 4 Improving Quality of the Workforce Qualities of Successful Applicants Training Your Employees for New Opportunities Necessary Procedures for Discipline Part 2: Problems on the Job Chapter 5 Managing Performance Problems on the Job Common Concerns: Fact Sheets on General Performance Issues Part 3: Modifying Performance Chapter 6 Communicating Effectively with Employees Goal Setting Chapter 7 When It Doesn't Work Out The Necessity for a Formal Discipline Process The Manner of Termination Making a U-Turn Chapter 8 Maintaining Equilibrium A Perspective on the Manager's Job A Balanced Working Relationship The Payoff APPENDIX: Department Manager Job Description
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