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Managing with Appraisal
Achieving Quality Schools through Performance Management
- David M Trethowan - University of Wales, Lampeter
Other Titles in:
Leadership & Management
Leadership & Management
September 1991 | 256 pages | SAGE Publications Ltd
This book offers a complete strategy for managing the performance of others, from setting the work climate, through target-setting and other appropriate management, to developing, training, the
day-to-day appraising relationships and the dreaded appraisal interview.
PART ONE: CULTURE CREATION AND GOAL-SETTING
The Vision
Establishing the Corporate Culture
Organizational Culture Models
Total Quality
A New Vision for Schools’
Characteristics of a Quality System
PART TWO: APPROPRIATE MANAGEMENT; WHAT DO I HAVE TO DO? WHAT'S NEW?
To Whom am I Accountable?
Making Successful Appointments
Management Style and the Appraising Relationship
Poor Performance
Dealing with Poor Performance
The Appraising Team
Team Decision Making
Negotiation and Persuasion
PART THREE: STAFF DEVELOPMENT: IDENTIFYING AND PRIORITISING LEARNING NEEDS
Meeting Training Needs
Delegation for Development
Training off the Job
Learning Styles
Simulation in Training and Development
Using Consultants
Ensuring Value for Money in Training and Development
A New Role in Training for the Education Service
Headteacher Appraisal
Sources of Feedback for Headteacher Appraisal
Headteacher Appraisal Interviewing
Skills Training and Headteacher Appraisal
PART FOUR: PERFORMANCE APPRAISAL; RESEARCH PREPATATION FOR APPRAISAL INTERVIEWING
Preparation of the Physical Environment
Attitude Preparation
The First Key Appraisal
Interview Skill - Giving Feedback
The Second Key Appraisal Skill
Interview Skill - Climate Creation for Disclosures From the Teacher
The Third Key Appraisal
Interview Skills
The Fourth Key Appraisal Skill
The Fifth Key Appraisal
Skills - Target Setting
The Interview
The Model for the Appraisal Interview
Appraisal Interview Problems
Appraisal and Merit Pay
The Wider Uses of Performance Management in Schools
