Armstrong's Handbook of Performance Management

An Evidence-Based Guide to Performance Leadership
7th Auflage
ISBN: 978-1-398-60304-2
Verlag: Kogan Page

Buch, Englisch, 280 Seiten, Format (B × H): 170 mm x 244 mm, Gewicht: 649 g

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

Autoren/Hrsg.

Armstrong, Michael

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Personalwesen, Human Resource Management

Inhaltsverzeichnis

Chapter - 00: Introduction Section - Part One: Performance management fundamentals; Chapter - 01: The meaning and nature of performance management; Chapter - 02: The conceptual framework of performance management; Chapter - 03: Performance management systems; Chapter - 04: Performance management issues; Chapter - 05: Performance management developments; Section - Part Two: Performance management processes; Chapter - 06: Performance leadership; Chapter - 07: Performance and development planning; Chapter - 08: Assessing performance; Chapter - 09: Conducting performance reviews; Chapter - 10: Multi-source feedback; Section - Part Three: Performance management skills; Chapter - 11: Defining objectives; Chapter - 12: Providing feedback; Chapter - 13: Coaching; Chapter - 14: Managing underperformance; Section - Part Four: Applications of performance management; Chapter - 15: Managing organizational performance; Chapter - 16: Managing team performance; Chapter - 17: International performance management; Chapter - 18: Managing the performance of homeworkers; Chapter - 19: Performance management and learning; Chapter - 20: Performance management and talent management; Chapter - 21: Performance management and reward; Chapter - 22: Performance management and employee engagement; Section - Part Five: Managing performance management; Chapter - 23: Developing performance management; Chapter - 24: Learning about performance management; Chapter - 25: Evaluating performance management; Section - Part Six: Conclusions; Chapter - 26: Where is performance management today?;

Über Autor(innen)

Armstrong, Michael
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), a managing partner of E-Reward and an independent management consultant. Prior to this he was an HR director of a publishing company. He is based in London, UK.

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.