Download Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance, Fourth Edition PDF

TitleArmstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance, Fourth Edition
Author
LanguageEnglish
File Size2.1 MB
Total Pages401
Table of Contents
                            Copyright
Table of contents
Introduction
Part I: The Background to Performance Management
	1. The Foundations of Performance Management
		Performance management defined
		A short history of performance management
		Merit rating
		Management by objectives
		Developments in assessment techniques
		Performance appraisal (1970s version)
		Enter performance management
		Why performance management?
		Comparison of different approaches
	2. The Conceptual Framework of Performance Management
		Underpinning theories
		Performance management values
		The meaning of performance
		Contextual factors
		Performance management and motivation
		Performance management and the psychological contract
	3. Critiques of Performance Management
		The critical arena
		Views of commentators
		Implications
Part 2: The Practice of Performance Management
	4. Performance Management Systems
		Performance management defined
		Performance management as a system
		Objectives of performance management
		Principles of performance management
		Characteristics of performance management
		The performance management cycle
		Performance and development planning
		Performance measures
		The performance and development agreement
		Managing performance throughout the year
		Formal performance reviews
		Analysing and assessing performance
		The ethical dimension
		Issues in performance management
		Effective performance management
	5. Managing Performance Management
		How should performance management be managed?
		What needs to be managed?
		The approach to managing performance management
		Performance management documentation
		Web-enabled performance management
		The role of HR
	6. Managing Under-performance
		The problem of under-performance
		Dealing with under-performers
Part 3: Performance Management Processes
	7. Goal Setting
		Principles of goal setting
		Goals and feedback
		Types of goals
		Smart objectives
		Good objectives
		Integrating goals
		How to set goals
	8. Feedback
		Feedback defined
		The nature of feedback
		Use of feedback
		How effective is feedback?
		Guidelines on providing feedback
		Feedback expert systems
	9. 360-degree Feedback
		360-degree feedback defi ned
		The rationale for 360-degree feedback
		Use of 360-degree feedback
		360-degree feedback: methodology
		360-degree feedback and appraisal
		Effectiveness of 360-degree feedback
		360-degree feedback: advantages and disadvantages
		Introducing 360-degree feedback
	10. Performance Reviews
		The process of reviewing performance
		The formal performance review meeting
		Problems with formal performance reviews
		Preparing for formal review meetings
		Self-assessment
		Conducting a formal performance review meeting
	11. Analysing and Assessing Performance
		Evidence-based performance management
		Analysing performance
		The process of rating
		Rating scales
		Forced distribution
		Behaviourally anchored rating scales
		Behavioural observation scales
		Arguments for and against rating
		Alternatives to rating
		Conclusion
	12. Coaching
		Coaching defined
		The process of coaching
		Approach to coaching
		Techniques of coaching
		Coaching skills
		Developing a coaching culture
Part 4: Performance Management in Action
	13. Performance Management Surveys
		CIPD
		E-reward
		Houldsworth and Jirasinghe (2006)
		Lawler and McDermott
		The Institute of Employment Studies
		The Work Foundation
	14. Performance Management Models
		Astra-Zeneca
		CEMEX
		Centrica
		DHL
		Halifax BoS
		Pfizer Inc
		Raytheon
		Royal College of Nursing
		Standard Chartered Bank
		Victoria and Albert Museum
		Yorkshire Water
		BP Lubricants
	15. Reactions to Performance Management
		The focus groups
		Focus groups: organization A (a financial services company)
		Focus groups: organization B (a manufacturing company)
		Focus groups: organization C (a call centre)
		Focus groups: organization D (an oil exploration company)
		Focus groups: organization E (a local authority)
		Focus groups: organization F (a charity)
		Overall comments on the focus group findings
	16. The Impact of Performance Management
		How performance management is expected to improve performance
		Establishing the impact
		Evidence from research
		Conclusions
Part 5: The Application of Performance Management
	17. Managing Organizational Performance
		The process of managing organizational performance
		The strategic approach to managing organizational performance
		Business performance management systems
		Organizational capability
		Performance management and human capital management
		Performance management and talent management
		Developing a high-performance culture
		Measuring performance
	18. Managing Team Performance
		Teams and performance
		The performance of individual team members
		Team competencies
		Definition of a team
		Performance measures for teams
		Team performance management processes
	19. Performance Management and Learning
		Helping people to learn through performance management
		Learning opportunities
		Personal development planning
	20. Performance Management and Reward
		Performance management and non-fi nancial rewards
		Performance management and pay
Part 6: Developing and Maintaining Performance Management
	21. Developing Performance Management
		The development framework
		Stages of development
		Contextual factors
		Approach to development
		Performance management development programme
	22. The Performance Management Role of Line Managers
		The performance management role of line managers
		Issues with the performance management role of line managers
		Addressing the issues
		Gaining the commitment of line managers
		Developing skills
	23. Learning About Performance Management
		The rationale for performance management
		Contribution
		Skills
		Formal learning
		Less formal learning
	24. Evaluating Performance Management
		Criteria
		Method
		A typical approach
Appendix A Performance Management Toolkit
Appendix B Performance Management Case Studies
References
Subject Index
Author Index
                        
Document Text Contents
Page 2

i

ARMSTRONG’S
HANDBOOK
OF PERFORMANCE

MANAGEMENT

Page 200

2538_Fig_14-12.eps


Performance Management Models 189

Corporate plan

Departmental
objectives

Local evidence

Local evidence

Job description
(updated)

Attributes

Assessment Performance pay

Check by countersigning officer

Standards Individual
objectives

Figure 14.11 Model of the performance management system in The Victoria and Albert

Museum

• Measure progress towards objectives
• Recognize individual achievement
• Identify performance gaps and
development needs

• Agree actions to close gaps
• Revise objectives as required

Manage performance

• Manager and individual discuss
contribution and identify gaps and
development needs

• Manager assesses

Review and assess individual
contribution

• Agree individual’s role and level of
competency

• Link to business plan
• Discuss previous review
• Agree objectives and measures

Agree performance requirements

Use competency framework to assess
competence

Review and assess competence

Business planning process Reward processes

Competency framework Development and training

Figure 14.12 Model of the performance management system in Yorkshire Water

Page 201

2538_Fig_14-13.eps


190 Performance Management in Action

Communications and engagement actions and interventions

My ability to understand and
make meaning of the business

and brand strategy

• Strategic clarity
• Brand equity
• Innovation and change

The trust and belief in what
I see and hear in the

business

My commitment to the
strategy and objectives

of the business

Knowing what needs to
be done and why

My motivation to want to
make a positive contribution
and be part of the business

How I relate to and behave
with colleagues and

customers

Organization focus Customer and non-
customer facing costs

Revenue, volume and
market share growth

More from new and existing
customers

My confidence in the organization’s ability to succeed

My attitude towards my job and the company

• Employee retention
• Productivity

Source: Elliott and Coley-Smith, 2005

Figure 14.13 BP Lubricants’ communication and engagement value tree

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