Description
Book SynopsisMichael 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.
Trade Review"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 *
Table of Contents
- 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?;
