The Six Sigma Way: How GE, Motorola, and Other Top Companies are Honing Their Performance
by Peter S. Pande, Robert P. Neuman, Roland R. Cavanagh,
Six Sigma is a system for improving the quality of organizational processes. It was originally developed at Motorola in the 1980's and has become one of the most widely discussed and reported trends in business over the past two years, thanks largely to the phenomenal successes of the Six Sigma program at one of the world's most successful companies, GE.
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The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
by Robert S. Kaplan, David P. Norton
In their previous book, The Balanced Scorecard, Robert Kaplan and David Norton unveiled an innovative "performance management system" that any company could use to focus and align their executive teams, business units, human resources, information technology, and financial resources on a unified overall strategy--much as businesses have traditionally employed financial management systems to track and guide their general fiscal direction. In The Strategy-Focused Organization, Kaplan and Norton explain how companies like Mobil, CIGNA, and Chemical Retail Bank have effectively used this approach for nearly a decade, and in the process present a step-by-step implementation outline that other organizations could use to attain similar results.
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The HR Scorecard: Linking People, Strategy, and Performance
by Brian E. Becker, Mark A. Huselid, Dave Ulrich
The authors argue that human resources's strategic role begins with designing an HR architecture-the HR function, the HR system, and strategic employee behaviors-that relentlessly emphasizes and reinforces the implementation of the firm's strategy. Using compelling examples from a variety of leading companies, they explain how to develop and implement an HR Scorecard in order to both manage the HR architecture as a strategic asset, as well as measure the contribution of that asset to firm performance.
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Coaching for Performance: Growing People, Performance and Purpose
by John Whitmore
A new edition of the book that took the art of coaching to new heights. Since COACHING FOR PERFORMANCE was first published over a decade ago, John Whitmore has lead the way with this best-selling classic that has sold more than 200,000 copies worldwide. Translated into a dozen languages and considered a ‘must-read' by such international leaders as Coca-Cola, this is the definitive guide to mastering the skills needed to help people unlock their potential and maximize their performance.
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Abolishing Performance Appraisals: Why They Backfire and What to Do Instead
by Tom Coens, Mary Jenkins, Peter Block
Performance appraisals are used in the overwhelming majority of workplaces. Yet, ninety percent of 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.
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The Performance Appraisal Question and Answer Book: A Survival Guide for Managers
by Richard C. Grote, Dick Grote
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.
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