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
  • |
  • IX, 257 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.
6. Auflage
  • Englisch
  • London
  • |
  • Großbritannien
  • Für höhere Schule und Studium
  • |
  • Für Beruf und Forschung
  • Überarbeitete Ausgabe
  • Broschur/Paperback
  • 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
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
"A well-researched, cogent and real-world look at the practice, pros and cons of modern performance management"--Jamie Lawrence, Managing Editor, "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: 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 "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

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