Managing Performance: Performance management in action, 2nd Edition

1. An Overview of Performance Management 
2. Performance Management Processes 
3. Performance Management: Comments and Issues 
4. Performance Management in Action: Outcomes of the CIPD Survey 2004 
5. Performance Management and Human Capital 
6. Performance Management and Development 
7. Performance Management and Reward 
8. Managing Organisational Performance 
9. Managing Team Performance 
10. 360-degree Feedback 
11. Managing Under-performers 
12. Developing Performance Management 

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.