- ホーム
- > 洋書
- > 英文書
- > Business / Economics
Full Description
Optimizing staff performance is a key component of achieving outstanding business results. The new edition of Armstrong's Handbook of Performance Management is an essential companion for improving employee and organizational performance.
From performance pay and giving feedback to managing underperformers, this handbook addresses all areas of performance management to enable students and practitioners to understand how to assess, measure and improve performance.
This updated seventh edition contains new chapters on the meaning and development of performance management and managing performance with a remote workforce. It also covers performance leadership and multi-source feedback. Packed with examples to show how the theory applies in practice and exercises to consolidate student learning, Armstrong's Handbook of Performance Management remains an indispensable and engaging resource for securing effective performance across all aspects of the organization. Supporting online resources include an instructor's manual, lecture slides, a glossary and a literature review
Contents
Chapter - 00: Introduction
Section - Part One: Performance management fundamentals;
Chapter - 01: The meaning and nature of performance management;
Chapter - 02: The conceptual framework of performance management;
Chapter - 03: Performance management systems;
Chapter - 04: Performance management issues;
Chapter - 05: Performance management developments;
Section - Part Two: Performance management processes;
Chapter - 06: Performance leadership;
Chapter - 07: Performance and development planning;
Chapter - 08: Assessing performance;
Chapter - 09: Conducting performance reviews;
Chapter - 10: Multi-source feedback;
Section - Part Three: Performance management skills;
Chapter - 11: Defining objectives;
Chapter - 12: Providing feedback;
Chapter - 13: Coaching;
Chapter - 14: Managing underperformance;
Section - Part Four: Applications of performance management;
Chapter - 15: Managing organizational performance;
Chapter - 16: Managing team performance;
Chapter - 17: International performance management;
Chapter - 18: Managing the performance of homeworkers;
Chapter - 19: Performance management and learning;
Chapter - 20: Performance management and talent management;
Chapter - 21: Performance management and reward;
Chapter - 22: Performance management and employee engagement;
Section - Part Five: Managing performance management;
Chapter - 23: Developing performance management;
Chapter - 24: Learning about performance management;
Chapter - 25: Evaluating performance management;
Section - Part Six: Conclusions;
Chapter - 26: Where is performance management today?;
