In The Performance Challenge, Jerry W. Gilley, Nathaniel W. Boughton, and Ann Maycunich draw from their extensive research, teaching, and consulting experience to present a comprehensive approach to performance management that will help executives in any organization learn to establish a dynamic balance among people, processes, and strategic objectives. Ultimately, The Performance Challenge outlines a vision of a new type of corporate structure - the "developmental" organization - defined by its abilities to enhance the collective talent of its employees for the purposes of better serving its customers and shareholders.


TABLE OF CONTENTS

List of Figures
Acknowledgments
Ch. 1 Why Organizations and Employees Fail to Achieve Desired Results
Ch. 2 Conducting Stakeholder Valuations
Ch. 3 Improving Job Design
Ch. 4 Establishing Synergistic Relationships
Ch. 5 Applying Performance Coaching
Ch. 6 Conducting Developmental Evaluations
Ch. 7 Creating Performance Growth and Development Plans
Ch. 8 Linking Compensation and Rewards to Performance Growth and Development
Ch. 9 Developing Leadership Effectiveness
Ch. 10 Creating Virtual Teams
Ch. 11 Beyond the Learning Organization

App Performance Coaching Inventory
References
Index