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Expertise. --- Performance standards. --- Job performance standards --- Work performance standards --- Work standardization --- Employees --- Goal setting in personnel management --- Specialization --- Knowledge, Theory of --- Ability --- Rating of

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Corporate Performance Management (CPM) is a basic approach which examines the relationship between corporate performance and process optimization. How to successfully introduce CPM in practice is demonstrated through project reports from E.ON, British Telecom, Credit Suisse and Vodafone among others. The methods and tools presented here guarantee a continuous and automated monitoring of the corporate performance and enable Business Process Excellence to be permanently established in the company by company-internal and company-external benchmarking. The articles in this book focus on the use of the ARIS Controlling Platform developed by IDS Scheer.

Management --- Performance standards. --- Business --- Electronic data processing --- Evaluation. --- Data processing. --- ARIS (Computer file) --- Architecture of integrated information systems --- Job performance standards --- Work performance standards --- Work standardization --- Employees --- Goal setting in personnel management --- Rating of --- Information technology. --- Management. --- IT in Business. --- Administration --- Industrial relations --- Organization --- IT (Information technology) --- Technology --- Telematics --- Information superhighway --- Knowledge management --- Business—Data processing.

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Most managers hate conducting performance appraisal discussions. What's worse, few feel confident in their ability to accurately assess the performance of a subordinate. In The Performance Appraisal Question and Answer Book, expert Dick Grote answers over 100 of the most common -- and most difficult -- questions about this vitally important but often misunderstood and misused tool, including:* How should I react when an employee starts crying during the appraisal discussion . . . or gets mad at me?* Which is more important -- the results the person achieved or the way she went about doing the

catreq/dh 05/22/03 sl. --- Employees. --- Marketing & Sales --- Commerce --- Business & Economics --- Employees --- Performance standards. --- Rating of. --- Job performance standards --- Work performance standards --- Work standardization --- Efficiency rating --- Employee appraisal --- Employee rating --- Employees, Rating of --- Performance appraisal of employees --- Performance evaluation of employees --- Performance rating (of employees) --- Personnel evaluation --- Rating of employees --- Service rating --- Goal setting in personnel management --- Rating of

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Performance standards --- Organizational learning --- Industrial management --- Business administration --- Business enterprises --- Business management --- Corporate management --- Corporations --- Industrial administration --- Management, Industrial --- Rationalization of industry --- Scientific management --- Management --- Business --- Industrial organization --- Learning organizations --- Learning --- Communities of practice --- Knowledge management --- Job performance standards --- Work performance standards --- Work standardization --- Employees --- Goal setting in personnel management --- Rating of --- E-books --- Performance standards. --- Organizational learning. --- Industrial management.

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Performance appraisals are used in the overwhelming majority of workplaces. Yet, most organizations that use appraisal-and a similar percentage of givers and receivers of appraisal-are dissatisfied with the process. Many are beginning to deeply question whether appraisal is necessary and consistent with the work culture espoused by progressive organizations. Abolishing Performance Appraisals provides an insightful, well documented look at the flaws of appraisal-including its destructive, unintended effects-and offers practical guidance to organizations that want to move on to more progressive approaches to coaching, feedback, development, and compensation. While many books prescribe cures for appraisal, this is the first to focus exclusively on eliminating appraisal altogether and creating alternative, non-appraisal approaches based upon progressive and healthier assumptions about people. The authors expose and dispel the widely accepted myths and false assumptions that underlie common management strategies surrounding the five key functions of appraisal-coaching, feedback, development, compensation, and legal documentation. They then offer step-by-step practical guidance on implementing alternative non-appraisal strategies that deliver the objectives of each function. And they suggest ways to give supervisors and managers the freedom to choose for themselves the most effective ways of working with people. Filled with real-life examples, resources, tools, and detailed practical advice, Abolishing Performance Appraisals is an entirely fresh and radically different view of performance appraisal and its functions that will help people start over and discover new and more effective approaches.

Employees --- Performance standards. --- Supervision of employees. --- Personnel management --- Job performance standards --- Work performance standards --- Work standardization --- Goal setting in personnel management --- Efficiency rating --- Employee appraisal --- Employee rating --- Employees, Rating of --- Performance appraisal of employees --- Performance evaluation of employees --- Performance rating (of employees) --- Personnel evaluation --- Rating of employees --- Service rating --- Rating of. --- Rating of --- Rating of employees. --- Performance standards --- Supervision of employees