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, Armstrong's Handbook of Strategic Human Resource Management, Armstrong's Handbook of Reward Management Practice and Armstrong's Handbook of Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages. Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), the co-founder and a managing partner of E-Reward, one of the UK's first websites dedicated solely to reward management. Prior to this he was an HR director of a publishing company and an independent management consultant. He is based in London, UK.

• Section - ONE: The Essence of Performance Management;Chapter - 01: The nature of performance management;Chapter - 02: The conceptual framework;Section - TWO: Traditional Performance Management Systems;Chapter - 03: Performance management systemsChapter - 04: The failure of traditional approach;Chapter - 05: The reinvention of performance management;Chapter - 06: The advent of performance leadership;Section - THREE: The New Approach to Performance Management;Chapter - 07: Defining performance goals;Chapter - 08: Monitoring and assessing performance;Chapter - 09: Providing feedback through performance conversations;Chapter - 10: Helping people to develop and improve;Section - FOUR: Applications of Performance Management;Chapter - 11: Use of AI;Chapter - 12: Multi-source feedback;Chapter - 13: Managing organizational performance;Chapter - 14: Managing team performance;Chapter - 15: International performance management;Chapter - 16: Managing the performance of hybrid workers;Chapter - 17: Performance management and talent management;Chapter - 18: Performance management and reward;Section - FIVE: Managing Performance Management;Chapter - 19: Developing Performance conversations;Chapter - 20: Learning about Performance Management;Chapter - 21: Evaluating Performance Management;