Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance / Edition 4

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Managing staff performance is an effective mechanism for developing both staff and organizational growth. By clarifying an organization's objectives, translating these into clear individual goals and reviewing these goals regularly, performance management provides a well-structured and effective management tool.
In this completely updated fifth edition, Michael Armstrong considers the latest developments in this area, and how these can be applied to managing staff for increased performance. He provides a detailed analysis of current evidence-based research in this field and considers how this informs the practice of performance management.

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Editorial Reviews

From the Publisher

"Armstrong will give you much food for thought... There's enough here to keep the most pernickety HR manager happy." -- Management Today
Personnel Today
"The timing of this book is perfect, as the shift from appraisal schemes to performance managing is hitting its stride."
"[W]ealth of practical advice... [Armstrong] uses charts, subheadings and bullet points to make his ideas clear."
Management Today
"Armstrong will give you much food for thought... There's enough here to keep the most pernickety HR manager happy."
Training Journal
"It should be required reading for all line managers who propose that performance management is solely the job of the HR department, and for all those HR 'dinosaurs' who say the same."
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Product Details

  • ISBN-13: 9780749453923
  • Publisher: Kogan Page, Ltd.
  • Publication date: 10/28/2009
  • Edition description: Fourth Edition
  • Edition number: 4
  • Pages: 392
  • Product dimensions: 6.70 (w) x 9.40 (h) x 1.10 (d)

Meet the Author

Michael Armstrong is Joint Managing Partner of E-reward and an independent management consultant. His books have sold over 500,000 copies worldwide and are translated into over 20 languages. Among them are Armstrong's Handbook of Human Resource Management, Armstrong's Handbook of Performance Management, Armstrong's Handbook of Management and Leadership and Strategic Human Resource Management (Kogan Page).

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Table of Contents


Part One Performance management fundamentals

01 The essence of performance management
Performance management defined
Aims of performance management
Overall principles of performance management
Performance management systems
The reality of performance management
Requirements for success
Examples of approaches to performance management

02 The evolution of performance management
The beginnings and thereafter
Merit rating
Performance appraisal
Management by objectives
Developments in assessment techniques
Results-based performance appraisal
Enter performance management
Performance management: the next phase

03 The conceptual framework
The meaning of performance
Factors influencing performance
Underpinning theories
Performance management and the psychological contract
Performance management values

04 Issues in performance management
The fundamental problems
Individual factors
System design
System operation
Dealing with performance management issues
Evidence-based performance management

Part Two Performance management processes and skills

05 Setting goals
The conceptual backgound
Criteria for an effective performance goal
How to set performance goals
Strategic alignment
Critical success factors

06 Providing feedback
Feedback defined
The nature of feedback
Use of feedback
How effective is feedback?
What makes feedback effective?
Guidelines on providing feedback
Handling difficult conversations

07 360-degree feedback
360-degree feedback defined
Use of 360-degree feedback
360-degree feedback – methodology
360-degree feedback and appraisal
Effectiveness of 360-degree feedback
Introducing 360-degree feedback

08 Conducting performance reviews
The process of reviewing performance
Informal reviews
Formal reviews

09 Assessing performance
Approaches to performance assessment
Assessment in practice
Analysing performance
Narrative assessment of overall performance
Analytical performance management assessments
The rating process
Overall performance rating scales
Analytical rating
Graphic rating scales
Conclusions on analytical rating
Visual methods of assessment

10 Coaching
The process of coaching
Approach to coaching
Techniques of coaching
Coaching skills
Developing a coaching culture

11 Managing underperformers
The problem of underperformance
Dealing with underperformers
General approaches to managing underperformance
Specific approaches to managing underperformance
The five basic steps
Use of a capability procedure

Part Three Applications of performance management

12 Managing organizational performance
The process of managing organizational performance
The strategic approach to managing organizational performance
Business performance management systems
Organizational capability
Performance management and human capital management
Developing a high performance culture
Measuring performance

13 Managing team performance
Teams and performance
Team competencies
Performance measures for teams
Team performance management processes
Reviewing the performance of individual team members

14 Performance management and employee engagement
What is employee engagement?
Why is engagement important?
What are the enablers of engagement?
What part is played by performance management?
How can an organization ensure that performance management plays its part?

15 Performance management and talent management
The process of talent management
Identifying talent
Developing talent

16 Performance management and learning
Helping people to learn through performance management
Learning opportunities
Personal development planning

17 Performance management and reward
Performance management and non-financial rewards
Performance management and pay

18 International performance management
Performance management in the subsidiaries of multinationals
Performance management for expatriates

Part Four Performance management in action

19 The impact of performance management
How performance management is expected to improve performance
Establishing the impact
Evidence from research

20 The state of performance management
e-reward 2014
CIPD 2009
Lawler, Benson and McDermott 2012
The Work Foundation 2005
WorldatWork 2010

21 Performance management models

Part Five The development and management of performance management

22 Developing performance management
The development framework
Stages of development of performance management
Contextual factors
Approach to development of performance management
Developing performance management – preliminary steps
Development programme

23 Managing performance management
Who should be covered by performance management?
How should performance management be managed?
What approach should be adopted?
Performance management documentation
Web-based performance management
The role of HR

24 The performance management role of line managers
The role of line managers
Issues with the performance management role of line managers
Addressing the issues
Gaining the commitment of line managers
Developing skills

25 Learning about performance management
Incidence of training
Formal learning
Example of a performance management learning programme
Less formal learning

26 Evaluating performance management
Performance management audit
A typical approach
Improving the performance of performance management – an eight point plan

Appendix A Performance management toolkit
Appendix B Performance management case studies

Author Index
Subject Index

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