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

Copyright\n......Page 5
Table of contents\n......Page 6
Introduction......Page 12
Part I: The Background to Performance Management......Page 18
Performance management defined......Page 20
A short history of performance management......Page 21
Merit rating......Page 22
Management by objectives......Page 25
Performance appraisal (1970s version)......Page 29
Enter performance management......Page 31
Why performance management?......Page 36
Comparison of different approaches......Page 38
Underpinning theories......Page 39
Performance management values......Page 40
The meaning of performance......Page 41
Contextual factors......Page 45
Performance management and motivation......Page 49
Performance management and the psychological contract......Page 51
The critical arena......Page 52
Views of commentators......Page 53
Implications......Page 62
Part 2: The Practice of Performance Management......Page 64
Performance management defined......Page 66
Performance management as a system......Page 69
Objectives of performance management......Page 70
Characteristics of performance management......Page 72
The performance management cycle......Page 73
Performance and development planning......Page 75
Performance measures......Page 79
The performance and development agreement......Page 81
Managing performance throughout the year......Page 82
The ethical dimension......Page 83
Issues in performance management......Page 84
Effective performance management......Page 85
How should performance management be managed?......Page 88
The approach to managing performance management......Page 89
Performance management documentation......Page 90
Web-enabled performance management......Page 93
The role of HR......Page 98
The problem of under-performance......Page 100
Dealing with under-performers......Page 101
Part 3: Performance Management Processes......Page 106
Principles of goal setting......Page 108
Types of goals......Page 109
Good objectives......Page 111
Integrating goals......Page 112
How to set goals......Page 113
Feedback defined......Page 116
Use of feedback......Page 117
How effective is feedback?......Page 118
Guidelines on providing feedback......Page 119
Feedback expert systems......Page 120
360-degree feedback defi ned......Page 123
The rationale for 360-degree feedback......Page 124
360-degree feedback: methodology......Page 125
360-degree feedback and appraisal......Page 126
Effectiveness of 360-degree feedback......Page 128
360-degree feedback: advantages and disadvantages......Page 129
Introducing 360-degree feedback......Page 130
The process of reviewing performance......Page 133
The formal performance review meeting......Page 135
Problems with formal performance reviews......Page 136
Preparing for formal review meetings......Page 146
Self-assessment......Page 148
Conducting a formal performance review meeting......Page 150
11. Analysing and Assessing Performance......Page 153
Analysing performance......Page 154
The process of rating......Page 156
Rating scales......Page 158
Forced distribution......Page 162
Behaviourally anchored rating scales......Page 165
Behavioural observation scales......Page 166
Arguments for and against rating......Page 167
Alternatives to rating......Page 171
Conclusion......Page 176
Coaching defined......Page 177
The process of coaching......Page 178
Approach to coaching......Page 179
Techniques of coaching......Page 180
Developing a coaching culture......Page 182
Part 4: Performance Management in Action......Page 184
CIPD......Page 186
E-reward......Page 188
Houldsworth and Jirasinghe (2006)......Page 189
Lawler and McDermott......Page 190
The Institute of Employment Studies......Page 191
The Work Foundation......Page 192
14. Performance Management Models......Page 194
Centrica\n......Page 195
DHL\n......Page 196
Raytheon\n......Page 197
Royal College of Nursing\n......Page 198
Standard Chartered Bank\n......Page 199
Yorkshire Water\n......Page 200
BP Lubricants\n......Page 201
The focus groups......Page 202
Focus groups: organization A (a financial services company)......Page 204
Focus groups: organization B (a manufacturing company)......Page 206
Focus groups: organization C (a call centre)......Page 207
Focus groups: organization D (an oil exploration company)......Page 211
Focus groups: organization E (a local authority)......Page 214
Focus groups: organization F (a charity)......Page 217
Overall comments on the focus group findings......Page 219
How performance management is expected to improve performance......Page 221
Establishing the impact......Page 222
Evidence from research......Page 224
Conclusions......Page 227
Part 5: The Application of Performance Management......Page 228
The process of managing organizational performance......Page 230
The strategic approach to managing organizational performance......Page 232
Business performance management systems......Page 235
Organizational capability......Page 237
Performance management and human capital management......Page 238
Developing a high-performance culture......Page 239
Measuring performance......Page 242
Teams and performance......Page 250
Team competencies......Page 251
Performance measures for teams......Page 252
Team performance management processes......Page 254
Helping people to learn through performance management......Page 257
Learning opportunities......Page 258
Personal development planning......Page 259
Performance management and non-fi nancial rewards......Page 261
Performance management and pay......Page 262
Part 6: Developing and Maintaining Performance Management......Page 266
The development framework......Page 268
Stages of development......Page 269
Contextual factors......Page 270
Approach to development......Page 271
Performance management development programme......Page 273
The performance management role of line managers......Page 281
Issues with the performance management role of line managers......Page 282
Addressing the issues......Page 283
Gaining the commitment of line managers......Page 284
Developing skills......Page 286
The rationale for performance management......Page 288
Formal learning......Page 289
Less formal learning......Page 294
Criteria......Page 295
Method......Page 296
A typical approach......Page 297
Appendix A Performance Management Toolkit......Page 299
Appendix B Performance Management Case Studies......Page 344
References......Page 371
Subject Index......Page 384
Author Index......Page 390