Armstrong on Reinventing Performance Management

Building a Culture of Continuous Improvement
1. Auflage 2017
ISBN: 978-0-7494-7811-7
Verlag: Kogan Page

Buch, Englisch, 240 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 371 g

Armstrong on Reinventing Performance Management presents a holistic approach to performance management, drawing on Michael Armstrong's vast research and experience. Most organizations have performance management processes in one form or another, but these are often based on formal annual reviews, forced rankings and directly linked to pay decisions. These traditional approaches are often at the expense of ongoing, continuous feedback and focus on looking back at what has or has not been achieved rather than looking forward. Direct links to pay decisions avert attention from people development, and managers often get lost in the bureaucracy of complex forms rather than fully engaging with their people. Armstrong on Reinventing Performance Management details how to build a culture of ongoing feedback and coaching and provides case studies of how this approach to building performance has been effective in organizations including Deloitte, Gap, Expedia and Google. Filled with practical advice, including how to deal with underperformers, it enables organizations to remove overly bureaucratic and ineffective systems based on top-down judgments and ratings, and demonstrates how to get line managers' support for the process focusing on actionable feedback and growth.

Autoren/Hrsg.

Armstrong, Michael

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Personalwesen, Human Resource Management

Inhaltsverzeichnis

• • Chapter - 01: Performance Management – The Concept;
  • Chapter - 02: Performance Management – The Reality;
  • Chapter - 03: Effective Performance Management;
  • Chapter - 04: What’s Happening to Performance Management?;
  • Chapter - 05: Reinventing Performance Management - The Issues;
  • Chapter - 06: Improve Objective Setting;
  • Chapter - 07: Replace the Annual Performance Review;
  • Chapter - 08: Abolish Rating;
  • Chapter - 09: Enhance Personal Development;
  • Chapter - 10: Provide Training;
  • Chapter - 11: The Reinvention Programme;
  • Chapter - 12: Conclusions

Über Autor(innen)

Armstrong, Michael
Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Strategic Human Resource Management, Armstrong's Handbook of Reward Management Practice and Armstrong's Handbook of Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages.

Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), a managing partner of E-Reward and an independent management consultant. Prior to this he was an HR director of a publishing company. He is based in London, UK.

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.