Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance, 6th Edition

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Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance, 6th Edition

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Manage staff performance with this handbook on the latest innovations in performance management as well as guidance on feedback, pay and personnel development planning.

Armstrong's Handbook of Performance Management addresses all areas of performance management, from performance pay and giving feedback to managing underperformers and having difficult conversations, so organizations can optimize staff performance. This fully updated and restructured 6th edition analyzes traditional as well as the latest developments in performance management including the shift from ratings and annual reviews. Veteran HR expert Michael Armstrong examines where these new approaches should be embraced and where traditional methods of performance management may be preferable. Packed with examples, exercises, checklists and new case studies from organizations such as Microsoft, IBM and Expedia, this book remains the most authoritative and engaging textbook on performance management.

Supporting online resources for Armstrong's Handbook of Performance Management include an instructor's manual, a student's manual, lecture slides, a glossary of terms and a literature review.
- 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
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.
if you need advice on managing performance at the organizational or individual level, this is the book for you. It gives solid explanations, and offers advice you can use.

John Heap, Managing Director, Institute of Productivity,; President, World Confederation of Productivity Science