Armstrong's Handbook of Performance Management

An Evidence-Based Guide to Delivering High Performance
Kogan Page Ltd (Verlag)
6. Auflage | erschienen am 3. Dezember 2017
Buch | Softcover | 272 Seiten
978-0-7494-8120-9 (ISBN)
Armstrong's Handbook of Performance Management addresses all areas of performance management, from performance pay and giving feedback to managing underperformers and having difficult conversations, so organizations can optimize staff performance. This fully updated and restructured 6th edition analyzes traditional as well as the latest developments in performance management including the shift from ratings and annual reviews. Veteran HR expert Michael Armstrong examines where these new approaches should be embraced and where traditional methods of performance management may be preferable. Packed with examples, exercises, checklists and new case studies from organizations such as Microsoft, IBM and Expedia, this book remains the most authoritative and engaging textbook on performance management.

Supporting online resources for Armstrong's Handbook of Performance Management include an instructor's manual, a student's manual, lecture slides, a glossary of terms and a literature review.
London | Großbritannien
Für höhere Schule und Studium | Für Beruf und Forschung
Überarbeitete Ausgabe
Höhe: 242 mm | Breite: 172 mm | Dicke: 17 mm
460 gr
978-0-7494-8120-9 (9780749481209)
074948120X (074948120X)
weitere Ausgaben werden ermittelt
Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice and several other titles published by Kogan Page. With over a million copies sold, his books have been translated into twenty-one languages. He is managing partner of E-Reward as well as an independent management consultant. Prior to this he was a chief examiner of the Chartered Institute of Personnel and Development (CIPD) and an HR director of a publishing company.
Section - ONE: The Ideal Approach to Performance Management; Chapter - 01: Performance Management as an Ideal; Chapter - 02: Performance Management Systems; Chapter - 03: Setting Objectives; Chapter - 04: Providing Feedback; Chapter - 05: Coaching; Chapter - 06: Reviewing Performance; Chapter - 07: Assessing Performance; Section - TWO: Applications of Performance Management; Chapter - 08: Managing Organizational Performance; Chapter - 09: Managing Team Performance; Chapter - 10: Managing Under-Performance; Chapter - 11: Performance Management and Employee Engagement; Chapter - 12: Performance Management and Talent Management; Chapter - 13: Performance Management and Learning; Chapter - 14: Performance Management and Reward; Chapter - 15: International Performance Management; Section - THREE: The Reality of Performance Management; Chapter - 16: The Impact of Performance Management; Chapter - 17: Views on Performance Management; Chapter - 18: What's Wrong With Performance Management; Section - FOUR: Performance Management Reinvented; Chapter - 19: What's Happening to Performance Management; Chapter - 20: The Approach to Reinvention; Chapter - 21: The Reinvention Programme; Chapter - 22: A Radical New Approach

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