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Armstrong's Handbook of Performance Management


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Table of Contents

  • Section - ONE: The Basics of Performance Management;
    • Chapter - 01: The Concept of Performance Management;
    • Chapter - 02: Performance Management Systems;
    • Chapter - 03: The Impact of Performance Management;
  • Section - TWO: Performance Management Practice - the Ideal and Reality;
    • Chapter - 04: Performance and Development Agreements;
    • Chapter - 05: The Balanced Scorecard;
    • Chapter - 06: Performance Reviews;
    • Chapter - 07: Analysing and Assessing Performance;
    • Chapter - 08: Managing Underperformance;
    • Chapter - 09: Providing Feedback;
    • Chapter - 10: Coaching;
  • Section - THREE: Applications of Performance Management;
    • Chapter - 11: Managing Organizational Performance;
    • Chapter - 12: Managing Team Performance;
    • Chapter - 13: Performance Management and Employee Engagement;
    • Chapter - 14: Performance Management and Reward;
    • Chapter - 15: International Performance Management;
  • Section - FOUR: Performance Management - Reality and Reinvention;
    • Chapter - 16: What's Wrong with Performance Management and How is it Being Put Right;
    • Chapter - 17: Reinventing Performance Management

About the Author

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. 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.


"About the previous edition: It should be required reading for all line managers who propose that performance management is solely the job of the HR department, and for those HR 'dinosaurs' who say the same."--Training Journal
"About the previous edition: If you come from the school of thought that believes appraisals should be swapped for something a little more holistic then Armstrong will give you much food for thought."--Management Today

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