Acknowledgements Preface Introduction Part 1 Putting management back into performance Chapter 1 State of play Chapter 2 Putting management back into performance Part 2 Managing on the job - business performance Chapter 3 Off to a good start! - work assignment and planning Chapter 4 Employee development and performance agreements Chapter 5 What you don't know could hurt you - understanding performance data Chapter 6 Managing work as an open system Part 3 Managing on the job - people performance Chapter 7 I wish I hadn't said that! - performance feedback Chapter 8 Manager as coach Chapter 9 Coaching on the job Chapter 10 Managing difficult performers Part 4 Crunch time - the formal review process Chapter 11 Principles of performance evaluation Chapter 12 Managing the formal review Part 5 Workplace renewal Chapter 13 Creating a high performance workpl
James Webb is a business and organisational consultant and researcher, having previously held senior management positions in the pharmaceutical and communications industries. He has worked in the field of business and personal performance for many years and has written and presented extensively on the subject. James has a particular interest in supporting managers in the practicalities of being more effective.