Michael Armstrong

Armstrong's Handbook of Performance Management

An Evidence-Based Guide to Performance Leadership

• Broschiertes Buch

Produktbeschreibung

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

Produktdetails

• Verlag: Kogan Page
• Artikelnr. des Verlages: 13734
• 7. Aufl.
• Seitenzahl: 280
• Erscheinungstermin: 25. Januar 2022
• Englisch
• Abmessung: 238mm x 173mm x 17mm
• Gewicht: 482g
• ISBN-13: 9781398603028
• ISBN-10: 1398603023
• Artikelnr.: 61958648

Autorenporträt

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.

Inhaltsangabe

• • 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?;

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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?;

Rezensionen

"

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