Armstrong's Handbook of 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. Based in London, UK, 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.

Chapter - 00: Introduction


Section - Part One: Performance management fundamentals;


Chapter - 01: The meaning and nature of performance management;
Chapter - 02: The conceptual framework of performance management;
Chapter - 03: Performance management systems;
Chapter - 04: Performance management issues;
Chapter - 05: Performance management developments;


Section - Part Two: Performance management processes;


Chapter - 06: Performance leadership;
Chapter - 07: Performance and development planning;
Chapter - 08: Assessing performance;
Chapter - 09: Conducting performance reviews;
Chapter - 10: Multi-source feedback;


Section - Part Three: Performance management skills;


Chapter - 11: Defining objectives;
Chapter - 12: Providing feedback;
Chapter - 13: Coaching;
Chapter - 14: Managing underperformance;


Section - Part Four: Applications of performance management;


Chapter - 15: Managing organizational performance;
Chapter - 16: Managing team performance;
Chapter - 17: International performance management;
Chapter - 18: Managing the performance of homeworkers;
Chapter - 19: Performance management and learning;
Chapter - 20: Performance management and talent management;
Chapter - 21: Performance management and reward;
Chapter - 22: Performance management and employee engagement;


Section - Part Five: Managing performance management;


Chapter - 23: Developing performance management;
Chapter - 24: Learning about performance management;
Chapter - 25: Evaluating performance management;


Section - Part Six: Conclusions;


Chapter - 26: Where is performance management today?;