Armstrong's Handbook of Performance Management
An Evidence-Based Guide to Performance Leadership
8th Edition
Will be published approx. on 3. January 2027
Book
Hardback
312 pages
978-1-3986-3080-2 (ISBN)
More details
Edition
8th Revised edition
Language
English
Place of publication
London
United Kingdom
Target group
College/higher education
Professional and scholarly
Edition type
Revised edition
Product notice
Cloth over boards
Dimensions
Height: 234 mm
Width: 156 mm
ISBN-13
978-1-3986-3080-2 (9781398630802)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Michael Armstrong
Armstrong's Handbook of Performance Management
An Evidence-Based Guide to Performance Leadership
Book
approx. 01/2027
8th Edition
Kogan Page Ltd
€62.00
Not yet published
Previous edition
Michael Armstrong
Armstrong's Handbook of Performance Management
An Evidence-Based Guide to Performance Leadership
Book
01/2022
7th Edition
Kogan Page Ltd
€245.10
Shipment within 10-20 days
Person
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 Strategic Human Resource Management, Armstrong's Handbook of Reward Management Practice and Armstrong's Handbook of 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), the co-founder and a managing partner of E-Reward, one of the UK's first websites dedicated solely to reward management. Prior to this he was an HR director of a publishing company and an independent management consultant. He is based in London, UK.
Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), the co-founder and a managing partner of E-Reward, one of the UK's first websites dedicated solely to reward management. Prior to this he was an HR director of a publishing company and an independent management consultant. He is based in London, UK.
Content
Section - ONE: The Essence of Performance Management;
Chapter - 01: The nature of performance management;
Chapter - 02: The conceptual framework;
Section - TWO: Traditional Performance Management Systems;
Chapter - 03: Performance management systems
Chapter - 04: The failure of traditional approach;
Chapter - 05: The reinvention of performance management;
Chapter - 06: The advent of performance leadership;
Section - THREE: The New Approach to Performance Management;
Chapter - 07: Defining performance goals;
Chapter - 08: Monitoring and assessing performance;
Chapter - 09: Providing feedback through performance conversations;
Chapter - 10: Helping people to develop and improve;
Section - FOUR: Applications of Performance Management;
Chapter - 11: Use of AI;
Chapter - 12: Multi-source feedback;
Chapter - 13: Managing organizational performance;
Chapter - 14: Managing team performance;
Chapter - 15: International performance management;
Chapter - 16: Managing the performance of hybrid workers;
Chapter - 17: Performance management and talent management;
Chapter - 18: Performance management and reward;
Section - FIVE: Managing Performance Management;
Chapter - 19: Developing Performance conversations;
Chapter - 20: Learning about Performance Management;
Chapter - 21: Evaluating Performance Management;
Chapter - 01: The nature of performance management;
Chapter - 02: The conceptual framework;
Section - TWO: Traditional Performance Management Systems;
Chapter - 03: Performance management systems
Chapter - 04: The failure of traditional approach;
Chapter - 05: The reinvention of performance management;
Chapter - 06: The advent of performance leadership;
Section - THREE: The New Approach to Performance Management;
Chapter - 07: Defining performance goals;
Chapter - 08: Monitoring and assessing performance;
Chapter - 09: Providing feedback through performance conversations;
Chapter - 10: Helping people to develop and improve;
Section - FOUR: Applications of Performance Management;
Chapter - 11: Use of AI;
Chapter - 12: Multi-source feedback;
Chapter - 13: Managing organizational performance;
Chapter - 14: Managing team performance;
Chapter - 15: International performance management;
Chapter - 16: Managing the performance of hybrid workers;
Chapter - 17: Performance management and talent management;
Chapter - 18: Performance management and reward;
Section - FIVE: Managing Performance Management;
Chapter - 19: Developing Performance conversations;
Chapter - 20: Learning about Performance Management;
Chapter - 21: Evaluating Performance Management;