Includes Bibliographical References and Index.

Cover
Contents
Introduction
PART ONE Performance management fundamentals
01 The meaning and nature of performance management
Introduction
Performance management defined
Performance management and performance appraisal
The nature of performance management
The purpose and aims of performance management
The impact of performance management
Performance management: the ethical dimension
The approach to managing performance
References
02 The conceptual framework of performance management
Introduction
The meaning of performance The distribution of performance
Factors affecting individual performance
Underpinning theories
Performance management and the psychological contract
References
03 Performance management systems
Introduction
Features of a performance management system
The reality of performance management
References
04 Performance management issues
Introduction
How well is performance management working?
What's wrong with performance management?
The role of line managers
References
05 Performance management developments
Introduction Performance management systems
Advantages and disadvantages of developments
References
PART TWO Performance management processes
06 Performance leadership
Introduction
What engaging managers do
The concept of performance leadership
Conclusion
References
07 Performance and development planning
Introduction
Performance and development planning
the traditional approach
Defining roles
Defining objectives
Development planning
References
08 Assessing performance
Introduction
Performance analysis
Rating Forced distribution and forced ranking
Narrative assessment
Visual methods of assessment
Conclusions
References
09 Conducting performance reviews
Introduction
The traditional performance review
Performance conversations
Strength-based assessment
References
10 Multi-source feedback
Introduction
360-degree feedback defined
The rationale for 360-degree feedback
Methodology
Advantages and disadvantages
Introducing 360-degree feedback
Crowdsourced feedback
References
PART THREE Performance management skills
11 Defining objectives Introduction
The meaning of objectives
The conceptual background
Characteristics of an effective objective
The process of defining objectives
Strategic alignment
References
12 Providing feedback
Introduction
Feedback defined
The nature of feedback
Use of feedback
How effective is feedback?
Continuous feedback
Providing constructive feedback
An alternative approach
the 'feedforward' interview
Guidelines on providing feedback
References
13 Coaching
Introduction
Coaching defined
The process of coaching
Coaching skills

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"