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Performance Management A Strategic and Integrated Approach to Achieve Success 8th Jaico Impression

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Book Information

Publisher:Jaico Publishing House
Published In:2010
Binding Type:Paperback
Weight:1.69 lbs
Pages:pp. xiii + 466, Figures, Charts, Tables, Index, Appendices, References, Acknowledgement

The Title "Performance Management A Strategic and Integrated Approach to Achieve Success 8th Jaico Impression" is written by Michael Armstrong. This book was published in the year 2010. This book also comes in Hardback . The book displayed here is a 8th Jaico Impression edition. This book has total of pp. xiii + 466 (Pages). The publisher of this title is Jaico Publishing House. We have about 2382 other great books from this publisher. Performance Management A Strategic and Integrated Approach to Achieve Success 8th Jaico Impression is currently Available with us.

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About the Book

Effective corporate initiatives and processes are the bedrock of successful organisations; DEVELOPING PRACTICE provides managers with essential frameworks to identify, formulate and implement the best policies and practice in the Management and development of people.

How should organisations, teams, managers and individuals manage their performance in order to achieve success?

All employers need to find ways to improve the performance of their people. Yet many of tody's personnel departments are abolishing rigid systems of performance management in favour of strategic frameworks that empower individual managers to communicate with, motivate and develop their staff.

Here, one of Birtain's best-known Business writers and the IPD's Policy Adviser for Employee Resourcing draw on detailed data from over 550 organisations-including the latest innovations adopted by leading-edge companies ranging from BP Exploration to the Corporation of London, and from AA Insurance to Zeneca-to illuminate how approaches to appraisal have evolved and to identify current best practice in performance management. They explore its history, philosophy and separate elements, the criticisms it has attracted and its impact (if any) on quantifiable business results. They also offer practitioners valuable guidance on :

- The fundamental processes : from target-setting through measurement to performance and development reviews.
- Performance management skills : coaching, counselling and problem-solving
- Meeting developmental needs and enhancing team performance
- Paying for performance and competences
- Introducing performance management and evaluating its effectiveness.

About the Author

Michael Armstrong graduated from the London School of Economics. He is a Fellow of the 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 management, consultant for over 16 years, and is now chief examiner, employee reward, for the IPD. He has written a number of successful management books, including Management Process and Functions (1990); (with Phil Long) The Reality of Strategic HRM (1994); Using the HR Consultant (1994); (with Angela Baron) The job Evaluation Handbook (1995); and Employee Reward (1996), all published by the IPD.

Angela Baron has a Masters degree in organisational and occupational psychology, and is a member of the Institute of Personnel and Development, for whom she is currently the policy adviser on employee resourcing. In that role she has been involved in numerous research projects, including detailed investigations into quality management, the lean organisation and organisational culture. She is also responsible for the IPD's policy and development work on all aspects of resourcing the organisation, including recruitment and selection, psychometric testing organisational design and development, career counselling, human resource planning team working, flexible working, employee data, workplace relationships and management style. Her previous collaboration with Michael Armstrong was The Job Evaluation Handbook (l995, IPD).


Foreword/Ron Collard

I. Performance Management-definition, Concerns and Scope :
1. Performance Management Defined
2. Concerns of Performance Management
3. The Scope of Performance Management

II. The Management of Performance :
1. Features of an Effective Organisation
2. Performance
3. Management
4. Processes for Managing Performance
5. Implications for Performance Management

III. A Short History of Performance Management :
1. Antecedents
2. Merit
3. Rating and Performance Appraisal (Earlier Versions)
4. Management by Objectives
5. Critical
6. Incident Technique
7. Behaviourally Anchored Rating Scales
8. Performance Appraisal (1970s Version)
9. Enter Performance Management
10. Why Performance Management?

IV. The Essence of Performance Management :
1. What is Performance Management?
2. What does Performance Management Set out to do?
3. Why is Performance Management Necessary?
4. How does Performance Management Work?
5. Overall Performance Rating
6. Performance
7. Related Pay
8. Performance Management Issues
9. Principles of Performance Management
10. Benefits of Performance Management
11. Criteria for Success

V. Critiques of Performance Management and Appraisal :
1. The Critical Arena
2. Commentary

VI. The Ipd Performance Management Survey :
1. Methodology
2. Use of Performance Management
3. Features of Performance Management
4. Effectiveness of Key Features
5. Views on Different Aspects of Performance Management
6. Rating
7. Who Keeps the Documentation!
8. Evaluation of Performance Management
9. Criteria for Measuring Performance
10. Views about Performance Management
11. Changes to Performance Management
12. Impact on Performance Management
13. Development of Performance Management

VII. Performance Management in Practice :
1. Performance Management as an Interlinked Process
2. Performance Management as a Continuous Process
3. Increasing Emphasis on Inputs
4. Focus on Development
5. Line
6. Manager ownership of Performance Management
7. Rejection of Bureaucracy
8. Conclusions

VIII. Case-studies in Performance Management :
1. The Automobile Association (AA)
2. AA Insurance
3. Bass Brewers
4. BP Exploration (BPX)
5. Corporation of London
6. New Forest District Council
7. United Distillers
8. Victoria and Albert Museum
9. Zeneca Pharmaceuticals

IX. What People Feel about Performance Management : Focus Groups and Interviews :
1. Introduction : The Nature of the Research
2. Focus Groups : Organisation A
3. Focus Groups : Organisation B
4. Focus Groups : Organisation C
5. Focus Groups : Organisation D
6. Focus Groups : Organisation E
7. Focus Groups : Organisation F
8. Overall Comments on the Focus
9. Group Findings
10. What Individuals Feel about Performance Management
11. Trade
12. Union Views

X. What People Feel about Performance Management : Attitude Surveys :
1. General Responses
2. Responses from Individuals
3. Responses from Line Managers
4. Observations

XI. The Impact of Performance Management :
1. Measuring Contribution and Impact
2. The Relationship between Performance Management and Organisational Performance
3. Other Contributions from Performance Management
4. Conclusions

XII. Performance Management and Development :
1. The Conceptual Framework
2. Performance and Development Reviews as Learning Events
3. Personal Development Planning

XIII. Performance Management and Pay :
1. The Link between Performance Management and Pay
2. Approaches to Contingency Pay
3. Reconciling Performance Management and Pay
4. Performance
5. Related Pay (PRP)
6. Competence
7. Related Pay
8. Team
9. Based Pay
10. Contribution
11. Related Pay
12. Performance Management and Job Evaluation

XIV. Performance Management for Teams :
1. Teamworking
2. Performance Measures for Teams
3. Team Performance
4. Management Processes

XV. Measuring Performance :
1. Why Measure?
2. Measurement Issues
3. What should be Measured
4. Criteria for Performance Measures
5. Classification of Measures
6. Expressing Measures
7. Focus of Performance Measures
8. Types of Measure : Organisational
9. Types of Measure : Team
10. Types of Measure : Individual
11. Defining Performance Measures
12. Obtaining and Analysing Information for Measurement Purposes
13. Performance Indicators

XVI. Agreeing Objectives and Performance Standards :
1. Objectives
2. Performance Standards

XVII. Competence and Competency Analysis :
1. Competence and Competency Defined
2. Competence Analysis
3. Competency Analysis

XVIII. 360-Degree Feedback :
1. 360-degree Feedback Defined
2. Uses of 360-degree Feedback
3. Rationale for 360-degree Feedback
4. 360-degree Feedback : Methodology
5. Development and Implementation
6. 360-degree Feedback : Advantages and Disadvantages
7. 360-degree Feedback : Criteria for Success
8. SHL Survey Results
9. IPD Survey Results

XIX. Conducting Performance and Development Reviews :
1. Key Aspects of Performance and Development Reviews
2. The basis of the Performance and Development Review
3. Preparing for the Meeting
4. Guidelines for the Meeting
5. Conducting a Constructive Review Meeting
6. Performance Review Skills

XX. Coaching and Counselling :
1. Coaching
2. Counselling

XXI. Performance Problem-Solving :
1. The Overall Approach
2. Addressing Performance Problems
3. Managing Underperformers
4. Handling Problems at Performance Review Meetings
5. Performance Management and Discipline

XXI. Introducing Performance Management :
1. The Development Framework
2. Environmental (Cultural and Structural) Factors
3. Performance
4. Management Development Programme
5. Case-Studies on Developing and Implementing Performance Management : HR Consultancy
6. Edinburgh City Council
7. Cummins Engine Company
8. Car Manufacturer
9. Food Manufacturer
10. Kent County Council
11. Financial Services Organisation
12. Utilities
13. Sector Organisation

XXII. Learning about Performance Management :
1. The Approach to Performance
2. Management Training
3. Objectives
4. The whys and Wherefores
5. Contribution
6. Skills
7. Methods

XXIII. Evaluating Performance Management :
1. Areas for Examination
2. Diagnostic Check
3. List : Evaluation
4. Evaluation Methods

XXV. The Reality of Performance Management :
1. Overall Findings of the Research
2. Best Practice
3. Views about Performance Management
4. Problems/Issues Identified by Field Visits
5. Conclusion : Key Issues
6. Keys to Success