ARMSTRONG'S HANDBOOK OF PERFORMANCE MANAGEMENT
STOCK FOR DELIVERY
5TH REVISED EDITION
3 NOV 2014
Managing staff performance is an effective mechanism for developing both staff and organizational growth. By clarifying an organization's objectives, translating these into clear individual goals and reviewing these goals regularly, performance management provides a well-structured and effective management tool. In the completely updated fifth edition of this classic text, Michael Armstrong considers the latest developments in this area, and how these can be applied to managing staff for increased performance. The new edition includes guidance on 360-degree feedback and the results of a far-reaching e-reward survey of performance management practices in 156 organizations. Ideal for practitioners and students alike, Armstrong's Handbook of Performance Management is aligned to the CIPD standards for Performance Management and so is ideal for those working towards the intermediate and advanced level qualifications. It remains the most authoritative and engaging textbook on performance management and is accompanied by an extensive online resource, including PowerPoint slides for tutors, and a glossary, literature review, and exercises to help students to test their learning.
Chapter - 00: Introduction; Section - ONE: Performance management fundamentals; Chapter - 01: The essence of performance management; Chapter - 02: The evolution of performance management; Chapter - 03: The conceptual framework; Chapter - 04: Issues in performance management; Section - TWO: Performance management processes and skills; Chapter - 05: Setting goals; Chapter - 06: Providing feedback; Chapter - 07: 360-degree feedback; Chapter - 08: Conducting performance reviews; Chapter - 09: Assessing performance; Chapter - 10: Coaching; Chapter - 11: Managing underperformers; Section - THREE: Applications of performance management; Chapter - 12: Managing organizational performance; Chapter - 13: Managing team performance; Chapter - 14: Performance management and employee engagement; Chapter - 15: Performance management and talent management; Chapter - 16: Performance management and learning; Chapter - 17: Performance management and reward; Chapter - 18: International performance management; Section - FOUR: Performance management in action; Chapter - 19: The impact of performance management; Chapter - 20: The state of performance management; Chapter - 21: Performance management models; Section - FIVE: The development and management of performance management; Chapter - 22: Developing performance management; Chapter - 23: Managing performance management; Chapter - 24: The performance management role of line managers; Chapter - 25: Learning about performance management; Chapter - 26: Evaluating performance management