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Product Description
Product Description
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. The problem is to determine what the processes, tools and delivery mechanisms are that will improve performance in your organisation, as well as determine which ones are best avoided. The authors have tracked performance management processes over the past seven years, and their comprehensive survey reveals what leading organisations are doing to manage their employees' performance and how they are delivering results.With detailed illustrations from the real world, and clear practical advice, this text shows you how to improve the management of your employees' performance. "Managing Performance" will help you: design performance management processes that reflect the context and nature of the organisation; create supportive delivery mechanisms for performance management; and, evaluate and continuously develop performance management strategies to reflect the changing business environment.
About the Author
Michael Armstrong
Michael Armstrong graduated from the London School of Economics, and is a
Fellow of the Chartered Institute of Personnel and Development and a Fellow
of the Institute of Management Consultants. He has had over 25 years''
experience in personnel management, including 12 as a personnel director.
He has also practised as a management consultant for many years and is a
former Chief Examiner, Employee Reward, for the CIPD. He has written a
number of successful management books, including The Job Evaluation
Handbook (1995) and Strategic HRM (2002), both also co-written with Angela
Baron; Employee Reward (third edition 2002); Rewarding Teams (2000); and
New Dimensions in Pay Management (2001). All are published by the CIPD.
Michael Armstrong graduated from the London School of Economics, and is a
Fellow of the Chartered Institute of Personnel and Development and a Fellow
of the Institute of Management Consultants. He has had over 25 years''
experience in personnel management, including 12 as a personnel director.
He has also practised as a management consultant for many years and is a
former Chief Examiner, Employee Reward, for the CIPD. He has written a
number of successful management books, including The Job Evaluation
Handbook (1995) and Strategic HRM (2002), both also co-written with Angela
Baron; Employee Reward (third edition 2002); Rewarding Teams (2000); and
New Dimensions in Pay Management (2001). All are published by the CIPD.
Angela Baron
Angela Baron has been Advisor, Organisational and Resourcing at the
Chartered Institute of Personnel and Development since 1990. Her other
books, The Job Evaluation Handbook and Strategic HRM were both co-written
with Michael Armstrong.
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