附註:Includes bibliographical references and index.
Table of Contents; Introduction; Chapter 1:Every Manager's Hope and Heartburn; Chapter 2:Human Performance andBusiness Process; Chapter 3:Determining PerformanceNeeds through Process Management:A Case Study*; Chapter 4:Selecting Good Performers; Chapter 5:Choosing Staff-Selection Assessments; Chapter 6:Using Selection Assessments; Chapter 7:Using Interviews toPredict Performance; Chapter 8:Establishing Performance Expectations; Chapter 9:Managing thePerformance-Review Process; Chapter 10:Keeping the System True; Chapter 11:Coaching for High Performance.
Chapter 12: A Positive Approach to Performance ProblemsChapter 13:Mentoring and Maximizing Your Human Assets; Chapter 14:Training and Performance Improvement; Chapter 15:Measuring the Performance-Improvement Value of Training; Chapter 16: Performance Management and the Human Resources Department; Chapter 17:Common Sense, Organizational Rationality, and Performance; Chapter 18:Creating a Free Enterprise Workplace; Chapter 19:Leadership, Management, and M.
摘要:Solving the People Puzzle is about management control of an organization and its people: How to get it, how to use it, and how to keep it. The author provides the perspective of a behavioral and social scientist to make a strong case for effective management systems. Through many years studying and managing human behavior, Dr. English has seen too many failures in people performance caused by failures in systems. How many people are promoted who don & rsquo;t work out? How many performance problems are ignored until the problem blows up? How many people who are fired have a file full of good rev.
