Includes bibliographical references (p. 201-204) and index.

Developing the team -- The manager as coach -- The manager as leader -- The manager as counselor -- Motivating your players -- Developing teamwork -- Identifying and removing barriers to performance -- Defining the performance gap -- Identifying the causes of performance problems -- A performance-assessment case study -- Selecting the best solutions -- Managing change -- Evaluating the results of performance-improvement initiatives -- The manager as change agent : a case study -- Synergy -- Using all the tools.

This is a practical guide for managers/supervisors and HR professionals to improve employee job performance. It offers a systematic approach, including guidance on identifying performance shortfalls that need to be addressed; analyzing and weighing the causes (including factors related to information, resources, incentives, motivation, capacity to learn and do, required knowledge and skills); developing alternative solutions and selecting the best ones considering causes, costs, and organizational culture; implementing and evaluating change. The book features the well-known and respected Situational Leadership model that enables managers to tailor the amount of direction and support given to their people based on the employee's specific abilities and motivation. Considerable attention is paid to coaching and counseling. It includes examples and case studies. It also includes many graphs, application exercises, worksheets.