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Managing performance: performance management in action

By: Armstrong, MichaelContributor(s): Baron, AngelaMaterial type: TextTextPublication details: New Delhi Viva Books Private Ltd. 2016 Description: viii, 182 pISBN: 9789385919138Subject(s): Performance ManagementDDC classification: 658.3125 Summary: 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. However, performance management delivered badly is a waste of time that will win you no friends. The problem is to determine what processes, tools and delivery mechanisms will improve performance in your organisation, and which are best avoided. When you are asked what you can do to deliver improved performance, can you afford not to know what techniques work and which ones don’t? With detailed illustrations from the real world, and clear practical advice, Armstrong and Baron show you how to improve your management of your organisation’s employees’ performance. Managing Performance will help you: design performance management processes that reflect the context and nature of the organization create supportive delivery mechanisms for performance management evaluate and continuously develop performance management strategies to reflect the changing business environment. Whatever you are currently doing to manage performance, ask yourself, ‘Can you afford a performance management process that isn’t the best it could possibly be?
List(s) this item appears in: HR & OB | Operation & quantitative Techniques
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Item type Current library Collection Call number Copy number Status Date due Barcode
Book Book Indian Institute of Management LRC
General Stacks
Human Resource and Organization Behvaiour 658.3125 ARM (Browse shelf(Opens below)) 1 Available 000516

Table of Content

Contents:

List of figures and tables
Foreword

Chapter 1: An overview of performance management
Chapter 2: Performance management processes
Chapter 3: Performance management: comments and issues
Chapter 4: Performance management in action: outcomes of the CIPD survey 2004
Chapter 5: Performance management and human capital
Chapter 6: Performance management and development
Chapter 7: Performance management and reward
Chapter 8: Managing organisational performance
Chapter 9: Managing team performance
Chapter 10: 360-degree feedback
Chapter 11: Managing under-performers
Chapter 12: Developing performance management
Appendix A: An example of a competency framework
Appendix B: Performance management form
Appendix C: Survey questionnaire

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. However, performance management delivered badly is a waste of time that will win you no friends. The problem is to determine what processes, tools and delivery mechanisms will improve performance in your organisation, and which are best avoided.

When you are asked what you can do to deliver improved performance, can you afford not to know what techniques work and which ones don’t? With detailed illustrations from the real world, and clear practical advice, Armstrong and Baron show you how to improve your management of your organisation’s employees’ performance.
Managing Performance will help you:

design performance management processes that reflect the context and nature of the organization
create supportive delivery mechanisms for performance management
evaluate and continuously develop performance management strategies to reflect the changing business environment.

Whatever you are currently doing to manage performance, ask yourself, ‘Can you afford a performance management process that isn’t the best it could possibly be?

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