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008			190827b ||||| |||| 00| 0 eng d
020			_a9789385919138
082			_a658.3125 _bARM
100			_aArmstrong, Michael _9619
245			_aManaging performance: performance management in action
260			_bViva Books Private Ltd. _aNew Delhi _c2016
300			_aviii, 182 p.
365			_aINR _b495.00
504			_aTable 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
520			_aManaging 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?
650			_aPerformance Management _9620
700			_aBaron, Angela _9621
942			_2ddc _cBK