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Part I: Introduction
1 A Focus on Performance: What Is It? by Dana Gaines Robinson and James
C. Robinson
2 The Three Levels of Alignment, by Geary A. Rummler

Part II: The Process Level of Alignment
3 Forming Partnerships, by Geoffrey M. Bellman
Case Study: Robert Leininger of PNC Bank
4 Assessment Phase, by Paul H. Elliott
Case Study: Michael Wykes of Steelcase
5 Implementation Phase, by Harold D. Stolovitch and Erica J. Keeps
Case Study: Gail Judge of Johnson & Johnson
6 Measurement Phase, by Robert O. Brinkerfhoff
Case Study: Constance M. Filling of Andersen Consulting

Part III: The Organization Level of Alignment
7 Organizing the Department to Focus on Performance: A Large Department's
Perspective, by Robert H. Blalock of SBC Center for Learning
8 Organizing the Department to Focus on Performance: A Small Department's
Perspective, by Carmen K. Nemeck of Consolidated Communications

Part IV: The Performer Level of Alignment
9 The Job of Performance Consultant, by Judith E. Robb
Case Study #1: Cam Graham of Petro-Canada
Case Study #2: Kathleen J. O'Hara of Prudential HealthCare System
10 Providing the Skills and Work Environment for a Focus on Performance,
by Tom LaBonte of PNC Bank

Part V: Putting It All Together
11 Making the Transition to a Focus on Performance, by Jim Fuller of
Redwood Mountain Consulting
12 A Look into the Future, by Dana Gaines Robinson and James C. Robinson
13. Resources, by The American Society for Training and Development