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Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Performance Leadership 7th Revised edition [Pehme köide]

3.85/5 (39 hinnangut Goodreads-ist)
  • Formaat: Paperback / softback, 280 pages, kõrgus x laius x paksus: 242x172x16 mm, kaal: 480 g
  • Ilmumisaeg: 03-Jan-2022
  • Kirjastus: Kogan Page Ltd
  • ISBN-10: 1398603023
  • ISBN-13: 9781398603028
Teised raamatud teemal:
Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Performance Leadership 7th Revised editionSuurem pilt
  • Formaat: Paperback / softback, 280 pages, kõrgus x laius x paksus: 242x172x16 mm, kaal: 480 g
  • Ilmumisaeg: 03-Jan-2022
  • Kirjastus: Kogan Page Ltd
  • ISBN-10: 1398603023
  • ISBN-13: 9781398603028
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781398603028.html
Märksõnad:
"Optimizing staff performance is a key component of achieving outstanding business results. The 7th edition of Armstrong's Handbook of Performance Management is an essential companion for improving employee and organizational performance. From performance pay and giving feedback to managing underperformers, this handbook addresses all areas of performance management to enable students and practitioners to understand how to assess, measure and improve performance. This updated 7th edition contains new chapters on the meaning and development of performance management, and covers managing and measuring performance with a remote workforce, performance leadership and multi-source feedback. Packed with examples and exercises, Armstrong's Handbook of Performance Management remains an indispensable and engaging resource for securing effective performance across all aspects of the organization. Supporting online resources include an instructor's manual, a student's manual, lecture slides, a glossary and a literature review"--

Optimizing staff performance is a key component of achieving outstanding business results. The new edition of Armstrong's Handbook of Performance Management is an essential companion for improving employee and organizational performance.

From performance pay and giving feedback to managing underperformers, this handbook addresses all areas of performance management to enable students and practitioners to understand how to assess, measure and improve performance.

This updated seventh edition contains new chapters on the meaning and development of performance management and managing performance with a remote workforce. It also covers performance leadership and multi-source feedback. Packed with examples to show how the theory applies in practice and exercises to consolidate student learning, Armstrong's Handbook of Performance Management remains an indispensable and engaging resource for securing effective performance across all aspects of the organization. Supporting online resources include an instructor's manual, lecture slides, a glossary and a literature review



Optimize staff performance with this handbook of performance management including guidance for remote workforces and the latest innovations in personnel development planning and pay.

Arvustused

"I am an avid fan of Michael Armstrong's Handbook series and have used them successfully with my CIPD classes for several years. This text includes current debates on whether traditional performance management systems add value to an organization and discusses in depth the movement towards 'performance leadership'. Armstrong has included distinct sections on hot topics such as managing the performance of home and international workers that my students at all levels will find useful, particularly for the latest CIPD suite of courses. I will be recommending this text to my students and predict that I will see many references to it in their future assessments." * Dianne Johnson, CIPD Course Advisor, Watson Martin Ltd * "The 7th edition confirms Michael Armstrong's standing as the preeminent author in the performance management field for both HR practitioners and business students. He relates evidence-based analysis of performance management principles and processes to their utilization by managers who wish to become 'performance leaders' in today's organizations. Armstrong identifies significant challenges to traditional approaches to performance management, together with ways of addressing these and evaluating performance management's enhanced contribution. The new chapter on managing the performance of homeworkers is particularly welcome given the increased emphasis on homeworking following the Covid-19 pandemic." * Dr John Simmons, Lecturer, University of Liverpool, Management School * "As an academic teaching in the field, backed with years of relevant industry experience, Armstrong's Handbook of Performance Management is both a professional practitioner and academic toolkit, resourced with a complete suite of comprehensive tools and techniques managers and leaders need in today's business landscape. I am confident that any student pursuing to acquire the competencies of a performance leader will certainly experience the promises that the book seeks to achieve. It is definitely a valued book that will have a long tenure in the collection of the successful leader." * Dr. Stephen Tan, Murdoch Business School, College of Arts, Business, Law and Social Sciences *

Introduction 1(6)
PART ONE Performance Management Fundamentals
01 The meaning and nature of performance management
7(14)
Introduction
7(1)
Performance management defined
7(1)
Performance management and performance appraisal
8(1)
The nature of performance management
9(1)
The purpose and aims of performance management
10(3)
The impact of performance management
13(2)
Performance management: the ethical dimension
15(2)
The approach to managing performance
17(2)
References
19(2)
02 The conceptual framework of performance management
21(16)
Introduction
21(1)
The meaning of performance
21(2)
The distribution of performance
23(2)
Factors affecting individual performance
25(6)
Underpinning theories
31(3)
Performance management and the psychological contract
34(1)
References
34(3)
03 Performance management systems
37(7)
Introduction
37(1)
Features of a performance management system
37(4)
The reality of performance management
41(2)
References
43(1)
04 Performance management issues
44(16)
Introduction
44(1)
How well is performance management working?
45(3)
What's wrong with performance management?
48(8)
The role of line managers
56(1)
References
57(3)
05 Performance management developments
60(11)
Introduction
60(1)
Performance management systems
60(5)
Advantages and disadvantages of developments
65(3)
References
68(3)
PART TWO Performance Management Processes
06 Performance leadership
71(7)
Introduction
71(1)
What engaging managers do
71(2)
The concept of performance leadership
73(3)
Conclusion
76(1)
References
77(1)
07 Performance and development planning
78(7)
Introduction
78(1)
Performance and development planning - the traditional approach
78(1)
Defining roles
79(3)
Defining objectives
82(1)
Development planning
83(1)
References
84(1)
08 Assessing performance
85(22)
Introduction
85(1)
Performance analysis
85(2)
Rating
87(10)
Forced distribution and forced ranking
97(2)
Narrative assessment
99(3)
Visual methods of assessment
102(2)
Conclusions
104(1)
References
105(2)
09 Conducting performance reviews
107(12)
Introduction
107(2)
The traditional performance review
109(2)
Performance conversations
111(5)
Strength-based assessment
116(1)
References
117(2)
10 Multi-source feedback
119(10)
Introduction
119(1)
360-degree feedback defined
119(1)
The rationale for 360-degree feedback
120(1)
Methodology
121(1)
Advantages and disadvantages
122(1)
Introducing 360-degree feedback
123(1)
Crowdsourced feedback
124(1)
References
125(4)
PART THREE Performance Management Skills
11 Defining objectives
129(9)
Introduction
129(1)
The meaning of objectives
129(2)
The conceptual background
131(1)
Characteristics of an effective objective
132(1)
The process of defining objectives
132(2)
Strategic alignment
134(3)
References
137(1)
12 Providing feedback
138(8)
Introduction
138(1)
Feedback defined
138(1)
The nature of feedback
139(1)
Use of feedback
140(1)
How effective is feedback?
141(1)
Continuous feedback
142(1)
Providing constructive feedback
142(1)
An alternative approach - the `feedforward' interview
143(1)
Guidelines on providing feedback
143(2)
References
145(1)
13 Coaching
146(4)
Introduction
146(1)
Coaching defined
146(1)
The process of coaching
147(1)
Coaching skills
148(1)
Developing a coaching culture
149(1)
References
149(1)
14 Managing underperformance
150(11)
Introduction
150(1)
The problem of underperformance
150(1)
Approaches to managing underperformance
151(1)
The five basic steps
152(2)
Handling challenging conversations about performance
154(2)
Use of a capability procedure
156(1)
References
157(4)
PART FOUR Applications Of Performance Management
15 Managing organizational performance
161(21)
Introduction
161(1)
The process of managing organizational performance
161(1)
The strategic approach to managing organizational performance
162(5)
Business performance management systems
167(2)
ProMES
169(1)
Organizational capability
170(1)
Performance management and human capital management
171(2)
Measuring performance
173(7)
References
180(2)
16 Managing team performance
182(3)
Introduction
182(1)
Agreeing performance objectives
183(1)
Agreeing process objectives
183(1)
Conducting team performance reviews
184(1)
References
184(1)
17 International performance management
185(10)
Introduction
185(1)
Performance management in the subsidiaries of multinationals
185(2)
Approaches to international performance management
187(2)
What happens in practice
189(1)
International performance management in action
190(1)
Performance management for expatriates
191(2)
References
193(2)
18 Managing the performance of homeworkers
195(6)
Introduction
195(1)
Policy
196(1)
Clarifying expectations
197(1)
Performance management processes
197(2)
Guiding principles
199(1)
References
200(1)
19 Performance management and learning
201(3)
Introduction
201(1)
How learning is facilitated by performance management
201(2)
References
203(1)
20 Performance management and talent management
204(6)
Introduction
204(1)
The process of talent management
205(1)
Identifying talent
206(1)
Identifying ability
206(1)
Identifying potential
206(3)
Developing talent
209(1)
References
209(1)
21 Performance management and reward
210(7)
Introduction
210(1)
Performance management and non-financial rewards
210(2)
Performance management and performance pay
212(2)
Reconciling performance management and pay
214(1)
References
215(2)
22 Performance management and employee engagement
217(10)
Introduction
217(1)
What is employee engagement?
218(1)
Why is engagement important?
218(1)
What are the enablers of engagement?
218(1)
What part is played by performance management?
219(4)
How can an organization ensure that performance management plays its part?
223(1)
References
223(4)
PART FIVE Managing Performance Management
23 Developing performance management
227(15)
Introduction
227(1)
Developing performance leadership
227(1)
Developing performance management systems - the choices
228(1)
The development process
228(7)
How to approach development
235(1)
Advice on introducing performance management
236(1)
The development programme
236(5)
References
241(1)
24 Learning about performance management
242(4)
Introduction
242(1)
Performance leadership development
242(1)
Performance leadership development programmes
243(2)
References
245(1)
25 Evaluating performance management
246(9)
Introduction
246(1)
Criteria for evaluation
246(2)
Performance management audit
248(2)
Improving the performance of performance management - an eight-point plan
250(1)
References
251(4)
PART SIX Conclusions
26 Where is performance management today?
255(3)
Introduction
255(2)
References
257(1)
Author index 258(3)
Subject index 261
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. Based in London, UK, 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.