
Performance Management
Theory and Practice
Susan Hutchinson(Author)
Chartered Institute of Personnel & Development (Publisher)
1st Edition
Published on 29. August 2013
Book
Paperback/Softback
344 pages
978-1-84398-305-7 (ISBN)
Description
How do you systematically decide and communicate strategic performance aims, objectives, priorities and targets? How do you plan effective policies and practices? Which techniques, rewards and sanctions should you use to improve performance? How do you critically evaluate the effectiveness of performance management?
Performance Management
combines theory and practice to help students master these key concepts and apply their learning. Mapping to the CIPD Level 7 Advanced unit by the same name, the book is a core text for any student taking a performance management module at undergraduate or postgraduate level.
Featuring examples from a range of sectors and organizations across the globe,
Performance Management
is packed with pedagogical features such as learning outcomes, case studies, activities, reflection questions and further reading to fully engage students with the subject. Online supporting resources include an instructor's manual, lecture slides and annotated web links for students.
Reviews / Votes
"It is very student friendly as each chapter commences with learning outcomes and then goes on to provide an introduction followed by a critical walk through the specific area under discussion all backed up with exercises, reflective activities, case studies and a further reading section."More details
Language
English
Place of publication
London
United Kingdom
Target group
Professional and scholarly
College/higher education
Product notice
Paperback (trade)
Dimensions
Height: 246 mm
Width: 189 mm
Thickness: 22 mm
Weight
992 gr
ISBN-13
978-1-84398-305-7 (9781843983057)
Schweitzer Classification
Other editions
Additional editions

E-Book
08/2013
1st Edition
Chartered Institute of Personnel & Development
€63.99
Available for download
Person
Author
Sue Hutchinson is an associate professor in HRM at the University of the West of England, where she is also Associate Head of the HRM teaching and research group. She teaches on a range of HRM postgraduate modules including Performance Management, and is actively involved in research. Her main research interests focus on the link between people management and performance, the role of line managers in HRM and involvement and consultation. Previous work experiences include research and teaching at Bath University, policy adviser for the CIPD and industrial relations adviser in the paper industry.
Content
-
- Chapter - 01: Setting the Scene - HRM and Performance;
- Chapter - 02: Strategic Performance Management;
- Chapter - 03: Motivation at Work;
- Chapter - 04: The Role of Line Managers in Managing Performance;
- Chapter - 05: Defining and Measuring Individual Work Performance;
- Chapter - 06: Performance Appraisal and Feedback;
- Chapter - 07: Integrating Learning and Performance;
- Chapter - 08: Performance-Related Rewards;
- Chapter - 09: Managing Under-Performance;
- Chapter - 10: Absence Management;
- Chapter - 11: International Performance Management;
- Chapter - 12: Developing Performance Management