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.
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Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Reward Management Practice, Armstrong's Handbook of Performance Management, Armstrong on Reinventing Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages.
Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), a managing partner of E-Reward and an independent management consultant. Prior to this he was an HR director of a publishing company.
Section - ONE: The Basics of Performance Management; Chapter - 01: The Concept of Performance Management; Chapter - 02: Performance Management Systems; Chapter - 03: The Impact of Performance Management; Section - TWO: Performance Management Practice - the Ideal and Reality; Chapter - 04: Performance and Development Agreements; Chapter - 05: The Balanced Scorecard; Chapter - 06: Performance Reviews; Chapter - 07: Analysing and Assessing Performance; Chapter - 08: Managing Underperformance; Chapter - 09: Providing Feedback; Chapter - 10: Coaching; Section - THREE: Applications of Performance Management; Chapter - 11: Managing Organizational Performance; Chapter - 12: Managing Team Performance; Chapter - 13: Performance Management and Employee Engagement; Chapter - 14: Performance Management and Reward; Chapter - 15: International Performance Management; Section - FOUR: Performance Management - Reality and Reinvention; Chapter - 16: What's Wrong with Performance Management and How is it Being Put Right; Chapter - 17: Reinventing Performance Management
"A well-researched, cogent and real-world look at the practice, pros and cons of modern performance management"--Jamie Lawrence, Managing Editor, HRZone.com "There is a reason why Michael Armstrong's HR books represent a gold standard: they are both thorough and academically rigorous but benefit from real world experience and an informed perspective on practice. This book reflects the latest thinking on performance management but also points out, quite rightly, that the annual appraisal has in itself never been a catch-all solution."--Robert Jeffrey, Editor, People Management magazine "if you need advice on managing performance at the organizational or individual level, this is the book for you. It gives solid explanations, and offers advice you can use."--John Heap, Managing Director, Institute of Productivity; President, World Confederation of Productivity Science "About the previous edition: It should be required reading for all line managers who propose that performance management is solely the job of the HR department, and for those HR 'dinosaurs' who say the same."--Training Journal "About the previous edition: If you come from the school of thought that believes appraisals should be swapped for something a little more holistic then Armstrong will give you much food for thought."--Management Today
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