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.

This new edition of Armstrong’s Handbook of Performance Management looks at the results of major research in this area. Armstrong considers how evidence-based material can inform one’s understanding of performance management, and he provides practical guidance on how this evidence can be interpreted and applied.

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Editorial Reviews

From the Publisher

"[W]ealth of practical advice... [Armstrong] uses charts, subheadings and bullet points to make his ideas clear." --

"Armstrong will give you much food for thought... There's enough here to keep the most pernickety HR manager happy." -- Management Today

"The timing of this book is perfect, as the shift from appraisal schemes to performance managing is hitting its stride." -- Personnel Today

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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 1  The background to performance management       

1.         The foundations of performance management           

2.         The conceptual framework of performance management       

3.         Critiques of performance management           

Part 2  The practice of performance management  

4.         Performance management systems     

5.         Managing performance management  

6.         Managing under-performance 

Part 3  Performance management processes           

8.         Feedback        

9.         360-degree feedback  

10.       Performance reviews  

11.       Analysing and assessing performance

12.       Coaching        

Part 4  Performance management in action

13.       Performance management surveys     

14.       Performance management models      

15.       Reactions to performance management          

16.       The impact of performance management       

Part 5  The application of performance management         

17.       Managing organizational performance

18.       Managing team performance  

19.       Performance management and learning          

20.       Performance management and reward

Part 6  Developing and maintaining performance management     

21.       Developing performance management           

22.       The performance management role of line managers 

23.       Learning about performance management      

24.       Evaluating performance management 

Appendix A     Performance management toolkit       

Appendix B     Performance management case studies           

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