Description
Managing performance is a critical focus of HR activity. Well-designed strategies to recognise and improve performance and focus individual effort can have a dramatic effect on bottom-line results. The problem is to determine what the processes, tools and delivery mechanisms are that will improve performance in your organisation, as well as determine which ones are best avoided. The authors have tracked performance management processes over the past seven years, and their comprehensive survey reveals what leading organisations are doing to manage their employees' performance and how they are delivering results.
With detailed illustrations from the real world, and clear practical advice, this text shows you how
to improve the management of your employees' performance.
Managing Performance will help you:
- design performance management processes that reflect the context and nature of the organisation;
- create supportive delivery mechanisms for performance management; and
- evaluate and continuously develop performance management strategies to reflect the changing
business environment.Contents
An Overview of Performance Management
Performance Management Processes
Performance Management: Comments and Issues
Performance Management in Action: Outcomes of the CIPD Survey 2004
Performance Management and Human Capital
Performance Management and Development
Performance Management and Reward
Managing Organisational Performance
Managing Team Performance
360-degree Feedback
Managing Under-performers
Developing Performance Management
Authors
Michael Armstrong
Michael Armstrong graduated from the London School of Economics, and is a Fellow of the Chartered Institute of Personnel and Development and a Fellow of the Institute of Management Consultants. He has had over 25 years' experience in personnel management, including 12 as a personnel director. He has also practised as a management consultant for many years and is a former Chief Examiner, Employee Reward, for the CIPD. He has written a number of successful management books, including The Job Evaluation Handbook (1995) and Strategic HRM (2002), both also co-written with Angela Baron; Employee Reward (third edition 2002); Rewarding Teams (2000); and New Dimensions in Pay Management (2001). All are published by the CIPD.Angela Baron
Angela Baron has been Advisor, Organisational and Resourcing at the Chartered Institute of Personnel and Development since 1990. Her other books, The Job Evaluation Handbook and Strategic HRM, were both co-written with Michael Armstrong.Reviews
'Performance management should be in the mind of every manager and the heart of every organisation. It is only by using a proactive approach that both parties can grow.'
Tony Weightman
Management development consultant Weightman Associates
People Management 9 Dec 2004