Managing performance: performance management in action
Material type:
TextPublication details: Viva Books Private Ltd. New Delhi 2016Description: viii, 182 pISBN: - 9789385919138
- 658.3125 ARM
| Item type | Current library | Collection | Call number | Copy number | Status | Date due | Barcode | |
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Indian Institute of Management LRC General Stacks | Human Resource and Organization Behvaiour | 658.3125 ARM (Browse shelf(Opens below)) | 1 | Available | 000516 |
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| 658.312404 PHA Handbook of training evaluation and measurement methods | 658.31243 LYN Training for development | 658.3125 AGU Performance management | 658.3125 ARM Managing performance: performance management in action | 658.3125 BAG Performance management | 658.3125 BIC Talent management handbook | 658.3125 GRO How to be good at performance appraisal: simple, effective, done right |
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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