000			04454nam a22002177a 4500
020			_a9781398603035
041			_aENG
082			_a658.3125 _bARM
100			_aArmstrong Michael.
245			_aArmstrong's handbook of performance management : _ban evidence-based guide to performance leadership / _cMichael Armstrong.
250			_a7th ed.
260			_aNew York : _bKogan Page Inc , _c2022.
300			_axi, 266 pages ; _c24 cm.
504			_aIncludes Bibliographical References and Index.
505			_aCover 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
520			_aOptimizing 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"
650			_a BUSINESS & ECONOMICS / Human Resources & Personnel Management
650			_aManagement Business and Management
650			_aEmployees Rating of Performance
942			_2ddc _cBK
999			_c23666 _d23666